This document provides guidance and activities for a childcare assessment. It addresses evaluating employee performance, self-evaluation, giving and receiving feedback, and developing professional goals. The assessment includes written responses, a practical demonstration of skills, and research of relevant regulations and professional development opportunities in the community services sector.

1. childcare Assignment
Formative assessmentsActivity 1.This activity includes two parts. Part A requires written
responses. Part B requires a verbal/ practical response. Part B is only possible if you are
face-to-face with your assessor. If you are unable to complete Part B contact your assessor
(via a suitable negotiated method) for an alternative assessment.Part ADescribe the
implications of an organisation that does not implement or conduct performance
evaluations for all employees.The organisation will not be able to: ensure that employees
are aware of the performance requirements identify any performance problems that might
exist develop appropriate interventions discuss employee concerns, issues, intended career
pathways and needs provide feedback and reinforcement to employees give employees an
opportunity to provide feedback to management recognise and reward good work enable
workers to reflect on their own practices make sound judgements regarding the services
that best suits the needs of their clientsHow can you evaluate your own skills and why
should you do so?Often you are the best judge of what you can and cannot do. Whilst
working you can collect feedback from clients (internal and external customers), from
colleagues and managers/ supervisors.Formal performance appraisals will also contribute
to self-evaluations. By reflecting on your actual performance and on the feedback you
receive, you will be able to identify skills gaps. You should also be able to determine, for
yourself, the best methods of addressing these gaps. By increasing your competence you
will increase self-confidence and make yourself more valuable to the organisation. You will
also derive satisfaction from knowing that you are doing your job well. How can self-
awareness affect the way you conduct yourself within the community services sector?Self-
awareness is being conscious of what you are good at while acknowledging what you still
have yet to learn. This includes admitting when you do not have the answer and owning up
to mistakes which helps to build effective relationships with supervisors/ managers/
colleagues. Whether you acknowledge your weaknesses or not, everyone still sees them.So
rather than conceal them, the person who tries to hide weaknesses actually highlights them,
creating the perception of a lack of integrity and self-awareness.On an interpersonal level,
self-awareness of your strengths and weaknesses can net you the trust of others and
increase your credibility, both of which will increase your work effectiveness. On an
organisational level, the benefits are even greater. When you acknowledge what you have
yet to learn, you are modelling that in your organisation it is okay to admit that you do not
have all the answers, to make mistakes and most importantly, to ask for help. These are all
characteristics of an organisation that is constantly learning and springboards to innovation

2. and agility.Asking questions models a solid, transparent approach to problem-solving and
decision-making that benefits everyone in an organisation. Most importantly it models that
it is okay not to know everything, which encourages everyone that it is okay to be
constantly learning.By modelling habits of good self-awareness you help to create a more
self-aware organisation. An organisation that is self-aware is open to learning and better
equipped to adjust quickly to changes as the marketplace dictates. This ability is the
defining characteristic of a learning organisation and possibly the most compelling reason
all managers at all levels should include self-awareness in their development goals. Part
BYour assessor will create a checklist and give you a copy of the competencies you need to
demonstrate in a simulated environment or during a scheduled workplace visit to an agreed
workplace.These competencies will cover: demonstration knowledge of self-
management demonstrated knowledge of:– independent learning– goal
skills– reflection– self-awareness– flexibility– time management– commitment– goal
setting– planning and monitoring– self-appraisal demonstrated knowledge of social
awareness demonstrated knowledge of relationship managementTrainer/ assessor will
need to develop a checklist for this activity. If it is not possible for the learner to undertake
the practical assessment, trainer/ assessor might need to customise assessments to suit unit
requirements. ?Answers/ observations should demonstrate knowledge of: ?Self-
management is the ability to manage your personal reactions to responsibilities and
challenges in work and life. This involves managing your time and adapting to changing
situations. It requires you to reflect on your experiences and their effect on your physical
and mental state. Self-management requires the background skills of reflection, self-
awareness, planning and monitoring, time management, flexibility and self-appraisal.
?Includes: independentlearning goal skills reflection self-
awareness flexibility timemanagement commitment goal setting planning and
monitoring self-appraisal Activity 2.Select someone from whom you would like to
receive feedback and use this activity to plan a feedback session. What do you want to
receive feedback about? What examples/ evidence do you have to support the
feedback? What are you prepared to change if necessary? What support are you
going to need? What action are you prepared to take? To whom might you
give feedback? Describe a situation where it has been necessary for you to give feedback.
Why was the feedback necessary and how did you ensure that it was received in a positive
manner?Answer is dependent on learner’ s experience and perception.Criticising a
colleague’ s work is not helpful. Why?Criticism does not enhance self-esteem and will
therefore, act as a barrier to productive learning, building resistance and actually
encouraging improper work practices. People who are criticised will naturally react
defensively and with anger. Alternately, they might simply withdraw, refusing to make an
effort or to even participate in that task or work process in the future. This prevents them
from making use of the information contained in the criticism.The attitude of the person
giving feedback and the method of giving feedback will have a very large impact on whether
the feedback is perceived as useful and is used or whether it is perceived as criticism,
therefore rejected. How can feedback be delivered so that it is productive and
useful?Consider the notion of the feedback hamburger. Feedback can start with something

3. positive (however minor) and end with something positive/ constructive. Acknowledge the
things the person has done correctly. Go on to explain the corrections that need to be made,
so that they are sandwiched in the middle. This will not downplay the validity or
importance of the need to adjust work practice, but will assist in generating a positive and
encouraging approach. Finish by reinforcing the correct behaviours, or a particular aspect
of those behaviours.Feedback must be relevant to a task or work process and must be
specific—
if it is vague, that is, ‘ Well you didn’ t do that properly’ , it offers no information
about why the task was not done well or how performance could be improved in the future.
Feedback must include collaboration on strategies for future improvements.In a feedback
situation you can start by asking the person who will be given the feedback what they
thought they did well and what they think needs improvement. This will often give a
common ground for working on improvement strategies and aids the person in assessing
and evaluating their own work. Activity 3.What are the benefits of participating in
professional networks and associations to obtain and maintain personal knowledge and
skills?The benefits of belonging to professional networks and associations are that you not
only get the chance to make good contacts, but you can learn about the latest developments
in your field and advertise yourself and business. By attending functions you can make
known to your peers that you exist. Education is another major benefit. Businesses fail
when they stay in their own paradigm and resist change.In your local community, research
a range of support networks available and provide a summary of each network’ s
services.Answers are dependent on learner’ s findings within own community. Learners
should be able to identify several networks available to them and be able to explain each
one’ s services. Activity 4.What current competencies do you believe you should develop
and how do you plan to develop these competencies?Dependent on learner’ s workplace
situation/ history; however, learners are expected to be able to identify generic and specific
skills competencies that may need developing. Learner’ s to demonstrate an understanding
of how to go about developing a plan to gain competency.What specialist advice might you
need and how would you access it?As training can be on the job or off the job you must
decide what best suits your needs. Specialist advice could come from: supervisors/ team
leaders manager or department heads HRdepartment external career advisory
services professional associations, eg Australian Nursing Federation unions TAFE, colleges
or RTOs universities ?Learners could also identify job mentoring, professional supervision
as specialist advice. Describe the importance of employees seeking further training and
advice. What would be the implications to the organisation if no training was offered or
promoted?Competency in both generic and specific skills is important in the workplace, as
they assist with positive outcomes which are supported by the building and maintenance of
effective working relationships.Competence in the workplace refers directly to the skills,
knowledge and attitude demonstrated by organisational members and employees. It is
knowing how to do something, knowing why it should be done and when it should be done.
When you are able to consistently demonstrate successful performance, you are
competent.Acquiring cognitive skill involves learning how to utilise facts to solve problems,
make decisions and develop new ideas. You use these cognitive skills everyday of your life.
The skills needed might apply to the current competencies required for your job, the

4. changing needs of the organisation for which you work or to your chosen career
path.Organisations benefit by having a well managed employee development program.
Some organisations in the community services sector struggle to attract new employees,
such is the case in aged care. Being known as an organisation which provides learning
opportunities and support for employees can make a difference, as opportunities for
learning and development can be a priority for prospective employees.If organisations did
not support or implement further training opportunities, employees would not be
competent in their roles, the organisation would find it difficult to satisfy clients and the
organisation would suffer financially as well as operationally. Employees could regularly
leave as they are not being fulfilled and developed. Activity 5.Conduct further research and
describe an organisation’ s guidelines for professional development. Research can be
conducted by utilising the internet, liaising with community services organisations or
consulting with employees who work within a community services organisation.Answer is
dependent on workplace policies and procedures; however, answer can
include: establishing the need for training through Training Needs Analysis (TNA), this can
be done ?as part of a performance review or skills audit completing an application form to
gain approval for training from manager or department ?head sending application form to
HR department to be entered onto database completing leave form for training, if required
(organisations can require a leave form for ?training so they can calculate the cost of
training) enrolling in training course, workshop, conference or seminar making financial
arrangement for payment of training attendingtraining completing organisation evaluation/
feedback/ writing report of training, if required ?(organisations can ask employees for an
evaluation) completing assessment requirements for training, if required sending a copy of
certificate, statement of attendance and/or record of qualification to HR ?department to be
entered onto database Activity 6.Explain how new research results and best practice
information can be assimilated into the services provided by an organisation.Answers could
include: benchmarking, learners to provide an explanation of what this is and how it relates
to the ?question by providing training and development opportunities for employees by
consulting with other providers by consulting with specialists in the community services
sectorResearch your local community for industry experts that you could consult and
source information from to better your practice. This includes specialist or external
providers. Document each provider/ specialist and provide a summary of their services
along with an explanation of the type of information that they could provide you.Answers
are dependent on the learner’ s local area. Learners should be able to identify several
providers/ specialists and be able to explain in detail the services offered as well as the type
of information each provider/ specialist could provide. Activity 7.Explain the purpose of
having a code of ethics and professional and organisational standards.A code of ethics
outlines the standards of conduct, and behaviour that are expected of employees. These
should align with those of the industry sector and with the community in which a service
organisation operates. The code of conduct is a means of informing stakeholders of the
organisation’ s values and beliefs and provides behavioural guidelines and direction for
employees.Research a code of practice relevant to the community services industry
(information can be found by visiting a community service centre or researching the

5. organisation’ s website). Provide a summary of the information contained within it. Assess
the code of practice against the organisation’ s objectives (or mission statement).Answers
will vary depending on the code of practice the learner has accessed. However, typical
answers will include information relating to: introduction principles of the
organisation promote the wellbeing of individuals, groups and communities safeguard the
human value of all persons encountered in practice responsibilities to clients and client
groups confidentiality accountability respect responsibilities to
employees loyaltyandsupport professional development of employees responsibilities to
employers and employing organisations standardsofpractice codeofethics how the
organisation protects individuals and communities against incompetent and ?unethical
practices ?Answers should also include reference to the organisation’ s objectives (or
mission statement) and an indication of how the objectives have been highlighted or
evidenced by the codes of practice. Activity 8.Explain what you consider to be the
underpinning values that impact on community service work.Values might relate to those
listed in the text and should relate to affirming and contributing to holistic care and the
enactment of the health and general wellbeing of all clients.How do you ensure that, when
working in community services, the work you do reflects the models of service delivery that
support underpinning values and philosophy of the sector in which you work?By
understanding the community in which the organisation operates, by knowing the
organisation’ s values and expectations with regard to work standards and behaviours
expected of employees and by understanding and complying with organisational
policies.Community service workers must clearly identify client needs and work in ways
that will enable fulfilment of those needs. To do so they must be aware of changes/
improvements and research results that will impact on their work and the services that can
and should be offered to clients. They should use this understanding to make continuous
improvements to the service they offer and to the operational functions of the organisation
for which they work. Activity 9.What should you consider when determining and
developing your professional development goals?When setting developmental goals you
will analyse your current competencies and ask:What do you want to do?Why do you want
to do it?When do you want to do it?What are the competencies you require in order to
achieve your goal?What resources and support will be required?How does this fit with the
organisation’ s requirements now and into the future?How will you acquire the necessary
competencies?Who can assist?Ensure that goals are SMART, set specific timeframes for
achievement of steps, make action plans, and reward self for achievement.Consider your
own learning style preferences and match learning opportunities with your preferred
style. Identify a personal goal that you wish to develop. Use the SMART goals and devise a
plan of how you will attain that goal. Provide your answers in the table provided.Specific
Answers must demonstrate how the goal is clear and precise—address specific
problems/ issues and have clearly defined outcomes. Measurable Answers must
demonstrate how progress toward achievement can be measured and assessed. acheivable
Answers must demonstrate how the goal contains stretch elements but is not
unreachable. Realistic/relevant Answers must demonstrate how the goal is realistic
and relevant to the issue/ need. Time-based Answers must demonstrate how much time

6. the goal will take and when will it be achieved—
able to be tracked in time. Activity
10.Choose a community service on which to base this activity. Find a copy of the
Regulations that apply to your chosen service. List the major areas covered and note points
of interest that are relevant to you.Regulations can include: employee qualifications and
ratios operating procedures, such as:– maintaining records– health and safety
requirements– access to clients– hygiene– programming– facilities and equipment– use
of spaceSummative assessment 1Question 1.Explain how you evaluate your own work and
why it is necessary to do so.Evaluations could involve: reflection asking for
feedback referring to job description self-analysis of tasks performance utilizing structured
feedback from performance reviews ?This is necessary so you will know what you are doing
well and what needs improvement.Question 2.What are the critical aspects of receiving and
giving feedback??Give feedback and reinforcement for good work. ?Answer could
include: know what you want feedback about have samples or evidence of areas that you
want to discuss or present have a plan of suggested ideas or solutions of your own know
what action you are prepared to take ask for suggestions and support for improvement ask
for alternative resources or methods to support improvement be honest do not take
offence respect the different opinion and values of others use the information
constructively set a timeline for action and stick to it ?Make sure that feedback is
constructive and includes (where necessary) improvement strategies. Question 3.What
professional development opportunities have you sought?Dependent on the improvement
opportunity selected by the learner.Question 4.What is the importance of upgrading
skills?Answer could be: to ensure that your job skills remain relevant and you are able to
work at the necessary ?levels of competence to ensure that you remain valuable to the
organisation to ensure that you are able to continue providing the best service for clients to
increase your confidence in yourself Question 5.What industry developments do you
consider will have an effect on an organisation’ s practices over the next few years and
might, therefore, affect your skill requirements?Dependent on learner research but could
include, for instance, greater industry regulation, therefore need for higher
accreditation.Question 6.How do codes of ethics affect professional, community service
delivery?A code of ethics offers a series of guidelines to assist workers collectively and
individually to conduct their practices in ethically accountable ways in the pursuit of the
organisation’ s objectives, rather than setting out instructions. It should, therefore, serve to
inform workers of the behaviours required of them, to inform other stakeholders of the
organisation’ s intentions and to ensure that management and workers act in ways that are
acceptable to and accepted by the community. Question 7.If, when working, you identify
skills gaps or learning development needs, how will you go about addressing these
developmental needs?If the learner is working the answer will be dependent on the
guidelines and workplace policies that need to be followed. If the learner is not working,
then their own initiative will need to be used.Question 8.List at least four different types of
learning styles and describe which one you relate to and why.Learning styles can
include: hear other people talk and explain things (lectures, training sessions) experience
things themselves, simply do things read texts and notes experiment conduct
research watch others perform (demonstrations, on the floor at work or watching videos or

7. DVDs) make notes or draw diagrams to aid in learning discuss learning experiences with
others reflect on new learning experiences alone even listen to music and/or move around
while they learn ?Learners can also discuss learning styles such as: § auditory?§ visual?§
tactile ?§ information processing § personality patterns?§ social interactions ?Learners can
identify with any of the above styles. Question 9.Outline the steps involved in self-
management.Answers to include a description of:?Self-management is the ability to manage
your personal reactions to responsibilities and challenges in work and life. This involves
managing your time and adapting to changing situations. It requires you to reflect on your
experiences and their effect on your physical and mental state. Self-management requires
the background skills of reflection, self-awareness, planning and monitoring, time
management, flexibility and self-appraisal.Points of self-management
include: independentlearning goal skills reflection self-
awareness flexibility timemanagement commitment goal setting planning and
monitoring self-appraisal socialawareness?Question 10.Further research the five-factor
model of personality Big Five theory and outline each of the five factors.?The Big Five
Personality Traits:You are organised and disciplined, dedicated and loyal—
especially at
?work. Excellent performances and strong commitments are standard. Of all the Big Five
?Personality Traits, this one will take you far in your career.You are friendly, pleasant and
easy to be around; your relationships are ?mostly strong. You are a social creature, and get
your energy from being around other ?people. This Big Five Personality Trait opens many
doors.You feel anxiety, and you worry often. Your anxiety can make you emotionally
?unstable, and you are more likely to struggle with depression and sadness. This Big Five
?Personality Trait can lead to physical ill health.You love adventures and trying new things;
you are insightful and imaginative. ?Creativity adds spice to your life, and you are not afraid
to take risks. People with this Big ?Five Personality Trait are often risk takers.You are
assertive, talkative, and do not mind being the centre of attention (in ?fact, you prefer it).
Being alone is not your favourite activity; in fact, the more the merrier. This Big Five
Personality Trait is found in extroverts all over the world. Question 11.Describe how and
why it is important to have organisational guidelines for professional development.Answer
should be to: measure a return on investment target specific training needs for the
organisation ensure the training selected is relevant to a person’ s job track and document
the training history of employees comply with the organisation’ s Management Information
System (MIS), training ?documents, such as, applications to attend training, certificates and
records of competency ?are entered on HR database gain approval to attend training
course monitor and control the cost of training ?To ensure that training will be properly
targeted, training money will not be wasted and that the ultimate results of the training/
learning will benefit both clients and employees.