Assessment systems are incremental in your RTO. There should be method in your madness when developing them. Meaning you should consider the student, the length of the course and any other factors that need to be considered for your learners. When collecting assessment evidence is isn’t just to show the end result. Consider collecting evidence to support the learning process.
When and why do we assess
When we are setting up our Assessment system we should consider the whole training course and how we can gather incremental pieces of information to support our students. We can do this by conducting formative assessments.
Formative Assessments
- Used to check students’ progress
- The information gained guides the next steps in instruction and helps teachers and students consider the additional learning opportunities needed to ensure success
Examples of Formative Assessments
- Tests and quizzes
- Asking questions
- Simple demonstrations
- Group exercises
These formative assessments are positive to the learner in a number of ways:
- Allowing the trainer to support anyone who is falling behind
- Giving the student a break from staring at the board (or death by PowerPoint)
- They allow consolidation through practice or information sharing
- Providing feedback to the trainer if they need to go over something in a different way
When conducting a training course that goes over a day it is important to have at least 1 if not a few formative assessments included in the program.
Summative Assessments
- Summative assessments provide trainers and students with information about the attainment of knowledge
- The goal is to evaluate student learning of competence
- It follows training and is mapped against units of competency
Examples of Summative Assessments
- Questions
- Skills observation
- Project
- Completed tasks
- Third party reports supporting workplace application
Workplace Assessments
When assessing candidates in the workplace you must be aware of the contextualisation for the performance. The assessor needs to be assured that the learner has the skills, knowledge and attributes as described in the unit of competency and associated assessment requirements. When in the workplace sometimes it is difficult to see performance of every task as required in the unit. Sometimes workplaces don’t do everything as your checklist requires. It is however, your role as an Assessor to make sure evidence is found. Sometimes this might mean a simulated activity.
Remember to record anything that is done so it is easy to follow when your evidence is being validated.
The next question I can hear you asking is what is mapped back to the unit. Well you could map everything back; the formative, the workplace and the summative assessments. If you map the formative assessments then they will become mandatory for every lesson. So as the developer of the assessment system you need to make a decision, and then provide that as an instruction to all of your assessors.
What moment in your work reminds you why people matter more than process?
This year has been, at times, one of the hardest and most rewarding of my career. Over the years, I’ve helped establish and manage multiple RTOs, designed cohort learning experiences grounded in real-world practice, and coached leader’s one-on-one. Coaching is deeply rewarding because you can watch someone move from where they are to where they want to be. But one-to-one work can feel gradual — change often happening quietly, one conversation at a time. While working with people setting up RTOs or supporting RTO compliance — many of whom had recently completed their TAA or TAE — I often found myself frustrated by how many weren’t equipped to support diverse learner cohorts, genuinely engage students, or build on the strengths of the person sitting in front of them. Too often, training became a box-ticking exercise rather than an opportunity to change lives. That frustration pulled me back into the classroom — not to work with people after they had completed their TAE, but to work alongside them while they were becoming trainers. So this year I focused on delivering and assessing the TAE40122 Certificate IV in Training & Assessment. In doing so, I rediscovered the joy of creating learning experiences, designing activities that help learning stick, and witnessing the moment when something suddenly clicks. I didn’t return to the classroom to teach content. I returned to help people become who they’re capable of becoming. The technical work mattered — building online curriculum, maintaining assessment integrity, and developing systems and processes. But we often measure learning by completion rates and assessments, when some of the most important outcomes are harder to quantify. Sometimes the biggest outcomes aren’t found in assessment results. They show up in confidence, ownership, and action. Even when things became challenging for me — competing deadlines, pressure, and the feeling there was always more to do — what kept me showing up were the human outcomes: Students taking ownership of their learning Confidence replacing uncertainty Memory strengthening through deliberate recall Small habits becoming meaningful behavioural change Some moments stay with me: A student who arrived unsure of their next step and hesitant to speak, leaving with a three-month plan and a calm sense of ownership over their future Just over half of my classes moving into new trainer and assessor roles — tangible changes in real people’s lives The energy in the room when someone shifts from “I don’t think I can do this” to “I’ve got this” Coaching and classroom work look different on the surface. One is more intimate; the other reaches many people at once. But both create the same shift: people moving from being acted upon to acting with agency. That’s why I continue doing the detailed work behind the scenes — building systems, creating spaces for learning, and strengthening feedback loops. Because when people gain confidence, they stop simply completing tasks. They start changing what they believe is possible. This year reminded me that transformation rarely starts with information — it starts with confidence. If you lead a team, train others, or support people to grow: What would change if success was measured by the confidence people gained, not just the tasks they completed? What small change could you make this month to help someone feel more capable of taking their next step?
The Illusion of Control
How will you choose to move forward? Will you keep trying to steer the wheel, or will you trust that life’s journey has its own course, ready to show you where you need to go? The choice, as always, is yours. Over the past 10 days, I’ve had the chance to drive through the beautiful landscapes of the country in which I live, sharing the journey with a visiting Swedish friend. During this time, I realised just how powerful our words are in shaping how others perceive things. I also noticed that there were moments when I felt in complete control, I was the driver of the car, and confident we were headed towards a particular destination. Yet often we encountered roadworks or a delightful diversion that took us in an entirely different direction. This experience got me thinking about a much larger concept; the illusion of control in our lives. Think about your own life for a moment. You likely believe that you’re the one making decisions; choosing your career, your relationships, your actions. You see yourself as having agency, learning from your experiences, and adjusting along the way. You look at those who have achieved great success and think that if you follow their path, you too will find success. You believe that you’re the one driving the car of your life. But what if you aren’t the driver? What if your life is on a pre-determined path, and all your actions are just part of the bigger picture, part of a script that’s unfolding whether you realise it or not? As the renowned spiritual teacher Eckhart Tolle said, “The primary cause of unhappiness is never the situation but your thoughts about it.” This speaks directly to the illusion of control. We often believe we’re in charge of everything, but in reality, it’s our thoughts that create this sense of control. The key, then, is not to force control, but to detach from the need for it and instead focus on being fully present in each moment, accepting life as it unfolds. So, what can you do about this? The answer is simple: watch your life unfold like a movie. When you release the need to be the one driving, both the regret for things that went wrong and the pride in things that went right lose their grip on you. You can stop trying to control every outcome and instead, open yourself to experiencing a deep joy that stays with you, no matter what’s happening around you. You may find yourself now asking “If everything is preordained, why should I do anything?” The answer is simple: Even if life is already mapped out, your internal programming, is constantly guiding your actions even if you try to resist or detach from them. Just like nature sheds its leaves only to grow stronger and more resilient with each new season, you too are meant to evolve through action. You can’t just sit back and expect to do nothing. If you try, that too is part of the plan. So, what can you do? It’s not about controlling every detail. Instead, it’s about recognising that you’re playing your part in a much bigger picture. Instead of feeling overwhelmed by what you can’t change, be curious. Ask yourself, “What am I learning here?” or “How is this experience helping me grow?” As the spiritual teacher and author, Thich Nhat Hanh, beautifully put it: “When you begin to see that your true nature is like the sky, you’ll be free of all limitations and the illusion of control.” This brings us back to the idea of surrendering to life’s flow, trusting that you are exactly where you need to be. Embrace each moment with an open heart, knowing that even the challenges you face are part of your journey, teaching you resilience, patience, and a deeper understanding of yourself. Life isn’t about perfect control; it’s about learning, evolving, and finding peace in the flow of your experiences. So, how will you choose to move forward? Will you keep trying to steer the wheel, or will you trust that life’s journey has its own course, ready to show you where you need to go? The choice, as always, is yours.
Positive Outlook for Quality Vocational Education & Training in Australia
he fact that nearly 300 organisations are pursuing VET provider registration highlights the growing recognition of the important role RTOs play in equipping Australians with in-demand skills. The Australian VET sector is experiencing significant activity, indicating robust growth and promising opportunities for those dedicated to providing high-quality training. Even with the revised Standards release just around the corner. The substantial interest in becoming Registered Training Organisations (RTOs) shows the value and potential within vocational education. This is encouraging news for the Australian workforce, as it signals an increasing emphasis on skills development and preparing individuals for employment. Here’s what’s notable: What this means for RTOs: Enhance Your Quality: Now is the time to focus intently on quality. Develop engaging, industry-relevant training programs, build strong relationships with employers, and provide exceptional support to your students. View Compliance as an Asset: Don’t perceive compliance as a burden, but as a strategic advantage. Robust systems and processes will help you meet regulatory requirements and also enhance the efficiency and effectiveness of your operations. Demonstrate Your Dedication: Clearly communicate your commitment to quality, integrity, and student outcomes. Highlight your qualifications, experience, and the positive impact your training has on individuals and the community. A Promising Future: The VET sector is an evolving environment, and the commitment to quality from the Regulators brings a promising future. By focusing on delivering exceptional training , RTOs can play a key role in shaping the future of the Australian workforce and empowering individuals to reach their full potential. The demand for skilled workers remains strong, and RTOs are essential in bridging the skills gap and contributing to economic growth. If you are looking for someone to support your RTO – book in a FREE call.
What I see inside RTOs that nobody talks about
I’ve spent over 20 years working inside the RTO sector. Setting up organisations, managing compliance, managing staff, coaching leaders, and right now, working inside an RTO delivering TAE40122. That’s a lot of time in a lot of rooms with a lot of RTO owners and CEOs. And there are things I see consistently, across organisations of every size, that I’ve begun to realise almost nobody talks about openly. Not at industry events. Not in the trade publications. Not even between peers. So, I’m going to talk about them here. 1. Most RTO leaders are deeply isolated Running an RTO can be a lonely job. You’re responsible for compliance, staff, students, funding, strategy, and culture and in my experience, this often all lands at once, especially in smaller RTOs. Some leaders still love the training side of things too, which adds even more to the load. And yet, who do you actually talk to about it? Most of the leaders I work with don’t have a trusted sounding board. You can’t be fully honest with your team as it would undermine confidence in the business and your own credibility. You can’t always be fully honest with your board or owners as this might look like weakness. LinkedIn is a great place to gather information, but it’s not exactly where you’d post about feeling isolated. And while friends and family want to support you, they often simply don’t understand the world of vocational training. So, you carry it. Quietly. And that isolation, that lack of someone to think out loud with… costs you more than you realise. In your decision-making. In your energy. In your clarity. There is something genuinely powerful about saying a problem out loud. When thoughts stay inside your head, they loop. They grow. They distort. The same concern that felt manageable on Monday can feel overwhelming by Friday – and it is not because it got bigger, but because it’s been circling without anywhere to land. The moment you speak it out loud to someone who is genuinely listening, not someone who needs reassurance from you, not someone with a stake in the outcome, something shifts. The problem becomes smaller. The path forward becomes clearer. And you realise that what felt tangled and impossible in your own head is actually something you can work through. This isn’t just good for your business. It’s good for your mental health. The weight that RTO leaders carry in silence is real – and it accumulates. Having a space where you can be honest, think out loud, and not have to manage how you’re perceived is not a luxury. For a leader operating at your level, it’s a necessity. 2. Busyness is being mistaken for progress This one is uncomfortable to say, but I’ll say it anyway: being busy is not the same as moving forward. I see RTO leaders who are genuinely working themselves into the ground – early mornings, late nights, weekends – and yet their organisation isn’t growing. Or it’s growing, but they’re not – which ultimately puts more pressure on the leader. The hamster wheel is spinning faster, but the destination hasn’t changed. Busyness can actually be a way of avoiding the harder, more important questions. Questions like: What do I actually want this business to look like in three years? Am I building something sustainable, or just surviving? Is the way I’m working right now something I can keep doing? When you’re flat out, those questions feel like luxuries. But they’re not. They’re the whole point. But there’s something deeper going on too. This is what I’m seeing and hearing. For many RTO leaders, busyness isn’t just a symptom of having too much to do. It’s a way of maintaining control. If you’re the one doing everything, nothing can go wrong without you knowing about it. Delegating feels risky. What if someone does it differently to how you would? What if they get it wrong? It’s easier, and often faster to just do it yourself. And then there’s the identity piece, which is even harder to sit with. When you’ve built something from the ground up, being busy can feel like proof that you matter – that you’re needed, that you’re contributing. The idea of slowing down, of stepping back, can quietly raise an uncomfortable question: if I’m not doing all of this, then who am I in this business? Both of these patterns – control and identity – are completely understandable. But unchecked, they take a serious toll on your mental health. Chronic busyness without space to think, reflect, or simply breathe doesn’t just slow your business down. It wears you down. And leaders who are worn down don’t make good decisions, don’t show up well for their teams, and don’t enjoy what they’ve built. That’s a high price to pay for staying in control. 3. What you think is happening and what’s actually happening are often two very different things This is perhaps the most consistent thing I’ve observed across my entire career — and it still surprises me every time. You believe your team is across compliance. Your team thinks someone else is handling it. You believe your trainers are engaged and delivering quality. Walk the floor and a different picture emerges. You believe the business is on a growth trajectory. The numbers tell a more complicated story. This isn’t about blame. It happens because you’re stretched thin, because your team tells you what they think you want to hear, and because there are simply not enough honest conversations happening at the top. The gap between perception and reality is where most RTO problems are born — and where they quietly grow until they become a crisis. So what do you do with this? I’m not sharing these observations to make you feel uncomfortable — although if something above has landed, that’s worth sitting with. I’m sharing them because these are the exact things that change when you
RTO Coach (and mentor)
Running an RTO often feels like you’re steering a busy harbour: constant movement, shifting conditions, and a stream of decisions only you can make. Most leaders won’t admit it, but the real strain isn’t the paperwork — it’s the weight of being the one everyone relies on. It’s the weight of holding the whole business together. The people, the policies, the students, the physical space…I could go on. One misstep and everything could topple. It’s stressful, overwhelming, and exhausting. My role is to help them step back, see the pattern, and put out the fires before they spread. When women come to me, they’re usually carrying a blend of confidence and exhaustion. They know their training. They know the standards. But beneath that capability sits fatigue, decision overload, a team needing direction, and the quiet sense that the RTO is starting to direct them. Sometimes I see it as a heavy curtain drawn between the RTO owner and the clarity they need to make confident decisions. Behind that curtain, they’re juggling staffing issues, compliance updates, running courses and growth strategies, and they can’t always see the path forward. Working together, we gently pull the curtain aside. And along the journey the chaos becomes manageable. The path becomes visible, and the next steps are clear. This is where RTO coaching becomes more than strategy – it becomes realignment. This is the heart of coaching Where clarity that cuts through noise, strategy that feels aligned, and leadership that finally breathes again. Because your RTO is more than a business. It’s a legacy. It shapes futures, opens doors, and lifts people into new possibilities. But it can only rise sustainably when its leader is centred, supported, and clear. Through a combination of strategic planning, leadership development, and holistic coaching, I help RTO leaders move from operational overwhelm to strategic freedom. We design growth plans, implement new strategies, and build leadership capacity so they can step out of day-to-day firefighting. The results are not just operational; they’re personal, and sustainable. Owners start earning more, working fewer hours, and rediscovering the joy and purpose that led them to start their RTO in the first place. It’s deeply rewarding to watch leaders transform, not just in how they run their business, but in how they show up for themselves and their teams. If you’ve ever felt like the ocean is beginning to boil up into a storm – or that curtain is too heavy to lift anymore – you don’t have to navigate it alone. My FREE online Discovery call can help you step back, see the bigger picture, and create the space to grow both personally and professionally. RTO coaching isn’t about adding more to your workload — it’s about giving you the space to lead at the level you’re truly capable of. Book a call today
VET Insights / Trainer Capability / Compliance
Earlier this year, I stepped into a short-term contract delivering the TAE40122 to a specific, and often misunderstood, cohort: blue-collar workers. These were experts in their trades – people who could erect scaffolding or dismantle an engine with their eyes closed, yet they were stepping into an environment of assessment, intense wordsmithing, and delivery for the very first time. Many hadn’t written anything longer than a workplace incident report in years. In those first few days of the delivery, the resistance was hot in the air. I heard the groans, the pointed remarks, and the blame, shame, denial and sometimes fear creeping in. The sheer volume of work, the unfamiliar learning management system, and the vulnerability required to express their thinking in writing landed on them all at once. You could hear their internal brakes squealing as they outwardly huffed and puffed. But as we moved through the course, something shifted. Last week, as they finalised their final unit, I witnessed a group of people who hadn’t just learned to assess; they had fundamentally expanded their identities. This experience brought something into sharp focus for me: The true intent of the 2025 RTO Standards. Building People, Not Just Ticking Boxes The Shift from Process to People For a long time, the VET sector has been bogged down in the administrative “how” – the ticking of boxes and the gathering of paper. However, the 2025 Standards for Registered Training Organisations have made a significant shift. They move us away from prescriptive inputs and toward outcomes and learner well-being. Watching my blue-collar cohort grow, I realised that this is what the new Standards are actually asking of us. Here is how true facilitation aligns with the 2025 framework: 1. Learner Support and Well-being (The “Whole Person” Approach) The new Standards place a heavier emphasis on the learner’s journey and safety (both physical and psychological). When my students were “squealing the brakes,” they weren’t being difficult; they were experiencing cognitive overload and fear of failure. Under the 2025 focus, “support” isn’t just about having a policy on a hard drive. It’s about: Active Facilitation: Recognising when a student is disengaging due to stress or anxiety and providing steady encouragement. Tailored Resources: Designing assessments and learning materials that are genuinely accessible, particularly for those who haven’t studied in years. Psychological Safety: Creating a space where learners feel safe to fail, to experiment, and to ask questions without judgment. 2. Adaptive Delivery and Flexibility The “cookie-cutter” approach to the TAE is dying. This cohort would have struggled, or dropped out, in a distance-only, “read this PDF” model. They needed context. They needed to see how their trade experience translated into the training environment. They needed facilitation, conversation, (a bit of metaphorical hand holding) and guidance to connect what they already knew with what they were being asked to teach. Under the 2025 RTO Standards, this approach isn’t just a nice-to-have; it’s part of compliance. The Standards emphasise learner-centred design, active engagement, and accessibility. It’s about recognising that each learner brings a unique mix of experience, skills, and challenges, and creating learning that meets them where they are. For this cohort, providing tailored examples, real-world scenarios, and coaching through the writing and assessment process made all the difference. They weren’t just completing units; they were transforming their identities from workers to trainers, building confidence, and understanding the value of their experience in a teaching context. The new Standards empower RTOs to demonstrate that their training is fit-for-purpose. This means we have the license to slow down, to contextualise, and to focus on the quality of the skill acquisition rather than just the speed of completion. 3. Integrity in Assessment The transformation I witnessed wasn’t just confidence; it was competence. By the end, they understood why assessment validation matters and how to support a learner. The 2025 Standards demand that assessment outcomes are genuine. When we rush learners or do the heavy lifting for them just to get them through, we rob them of that “fog lifting” moment. True integrity is sticking with the learner until they get it – ensuring they leave us as capable trainers, not just certificate holders. The Leadership Role of the Trainer To me, being a TAE trainer has never been about checking units off a list. It’s about empowerment. It’s about building people up from the inside out. The revised Standards call for stronger educational leadership. This means RTOs need to develop trainers who are subject matter experts, AND mentors. We need trainers who can spot the potential in a nervous tradie and nudge them toward a bigger version of themselves. The Takeaway for RTOs If you are managing an RTO or leading a training team, ask yourself: Are our systems set up to handle the “squealing brakes” moments? Do our trainers have the time and emotional intelligence to facilitate identity shifts, not just mark papers? Are we viewing the 2025 Standards as a compliance headache, or as a permission slip to focus on quality human outcomes? Watching this cohort grow has reminded me why this work matters. It’s why I’ll always champion those brave enough to learn in unfamiliar territory- and the RTOs brave enough to support them properly. Here’s to the next group who put their hand up to grow. Blog by Merinda Smith – RTO Mentor, TAE Lecturer, Leadership Coach🎧 Listen to my podcast: The Reins of Leadership💬 Connect on LinkedIn | 📩 Contact me for mentoring & compliance support
