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Training – Workplace
Standards: Clause 1.5
The RTO’s training and assessment practices are relevant to the needs of industry and informed by industry engagement.
ASQA website: Engage with industry
If your RTO provides services to people who are on traineeships or apprenticeships, or who do a work placement as part of their training, or are existing workers and your trainers go to their workplace, then workplace personnel such as supervisors and managers, must be consulted regularly.
- Is there a need to customise the TAS so that it fits the enterprise, learning cohort, or site?
- What workplace person is consulted during the planning stage?
- What workplace person will supervise and support the learner?
- What workplace person is the liaison for administrative matters?
- Is there a need for a subject matter expert to work with your assessor?
- What communication processes are in place between your RTO and the workplace?
- What processes are in place to gather feedback from the workplace?
Acme Associates is an engineering company that engages XYZ RTO to deliver a frontline management qualification to their supervisors and coordinators across Australia. The RTO manager consults with Acme Associates management about the appropriate units to include as electives, about the most effective mode of delivery and access to subject matter experts to ensure that the training program matched the client’s needs. The RTO already has a Training and Assessment Strategy for Frontline Management because they have been delivering it for years.
Should the RTO develop another TAS to cover delivery of this training program to Acme employees?
Yes. A customised TAS to suit the context is best practice. It should reflect how the employer was engaged as part of the development of the training program.
XYZ RTO delivers the Diploma in Early Childhood to existing workers who are in many different organisations across the state. The RTO’s trainers travel to workplaces on a strict schedule so that they can meet all training and assessment obligations. A trainer lets the trainee know when they will be in their workplace and leaves it to the trainee to let their supervisor know of the coming visit. The tight timeframe means that there is little opportunity to seek out the trainee’s supervisor, but the trainer does email them at least once during the duration of the training program.
Is this sufficient employer engagement?
No. There needs to be more regular contact so that the supervisor can provide feedback about the trainee’s progress.