· Web viewLPM-VIS-301C-0 Skill Category Leadership Skill Sub-Category (where applicable) N/A Skill Lead Team to Develop Operational Plan Skill Description This skill describes the

SKILLS FRAMEWORK FOR HOTEL AND ACCOMMODATION SERVICESSKILLS STANDARDS FOR

FRONT OFFICE EXECUTIVE(SUPERVISOR)/GUEST RELATION(S) EXECUTIVE(SUPERVISOR)/GUEST SERVICE(S) EXECUTIVE(SUPERVISOR)/

CALL CENTRE EXECUTIVE(SUPERVISOR)

Occupation: Front Office Executive(Supervisor)/Guest Relation(s) Executive(Supervisor)/Guest Service(s) Executive(Supervisor)/ Call Centre Executive(Supervisor)

Occupation Description:

The Front Office Executive(Supervisor)/Guest Relation(s) Executive(Supervisor)/Guest Service(s) Executive(Supervisor)/Call Centre Executive(Supervisor) works under leadership and managerial roles of front office to manage all aspects of the front office or call centre functions, in accordance with the property’s service standards. He/She must be a friendly and outgoing individual and possess excellent communication and problem-solving skills. A competent working knowledge of the property management system is advantageous.

He/She performs tasks such as welcoming and escorting guests/customers, addressing and rectifying guests/customers’ concerns and complaints, monitoring cleanliness and sanitation of assigned work areas and providing information on the property's amenities and services. He/She briefs all departments on guests/customers' requirements and generates daily operations reports and pertinent guest/customer statistics. He/She also performs office duties such as coordinating with other departments, keeping records of staff work schedules and cash accounting for the front desk.

The team member from the call centre supervises the switchboard services and related call services.

The Front Office Executive(Supervisor)/Guest Relation(s) Executive(Supervisor)/Guest Service(s) Executive(Supervisor)/Call Centre Executive(Supervisor) is also required to mentor, guide and provide coaching support to the junior team members. In the absence of the Front Office Manager and other Senior Managers, he/she is responsible for the smooth operations of the front office.

Important Points to Note about this Document

This document is intended purely to provide general information to enable individuals, employers and training providers to be informed about the skills for career, training and education purposes. WDA provides no warranty whatsoever about the contents of this document, and does not warrant that the courses of action mentioned in this document will secure employment, promotion, or monetary benefits.

Copyright 2016 © Singapore Workforce Development Agency. All rights reserved. Version 1.0.

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The skills expected of the Front Office Executive(Supervisor)/Guest Relation(s) Executive(Supervisor)/Guest Service(s) Executive(Supervisor)/Call Centre Executive(Supervisor)are summarised as below:

Skill Category Skill

Analytical, Conceptual and

Evaluative

1. Read and Interpret Operational Reports2. Solve Problems and Make Decisions at Supervisory Level

Customer Experience

3. Establish Relationships for Customer Confidence4. Manage Guests/Customers’ Concerns and Feedback

Environmental Sustainability 5. Implement Sustainable Operations Using Green Initiatives

Front Office Operations and

Services

6. Supervise Front Office Operations7. Supervise One-Stop Services8. Supervise Switchboard Services

Infocomm Technology 9. Perform Online Collaboration

Information and Results 10. Acquire Industry Knowledge

Innovation 11. Contribute to Innovation Process within own Scope of Work in Business Unit

Leadership 12. Lead Team to Develop Operational Plan13. Role Model the Service Vision

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People and Relationship Management

14. Coach for Service Performance15. Cultivate Workplace Relationships and Diversity16. Manage a Diverse Service Environment

People Management

17. Develop and Motivate Team Members through Capability Development

Personal Management and

Development18. Develop Personal Effectiveness at Supervisory Level

Planning and Implementation

19. Assign Work20. Display Critical Thinking and Analytical skills21. Implement Loss/Risk Prevention22. Manage Operations for Service Excellence23. Support Strategic and Operational Plans

Workplace Safety and Security 24. Monitor Workplace Safety and Security

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Skill Code HAS-ACE-4001-1.1

Skill Category Analytical, Conceptual and Evaluative

Skill Sub-Category (where applicable)

N/A

Skill Read and Interpret Operational Reports

Skill DescriptionThis skill describes the ability to gather and interpret operational reports, report non-compliances and recommend improvements. It also includes reporting findings and recommendations to relevant stakeholders.

Knowledge and Analysis

The ability to understand:

Sources and interpretation of operational reports Data collation and comparison techniques Techniques to identify trends in operational reports Compliant workplace conditions and non-compliant practices Documentation and reporting procedures for non-compliance Significance of recommending improvements Techniques to gather feedback from relevant stakeholders Guidelines for updating findings and recommendations

It refers to gathering, cognitive processing, integration and inspection of facts and information required to perform the work tasks and activities.

Application and Adaptation

The ability to:

Identify operational reports in accordance with organisational requirements Interpret operational reports Report non-compliances Recommend improvements in accordance with organisational

requirements Report findings and recommendations to relevant stakeholders

It refers to the ability to perform the work tasks and activities required of the occupation, and the ability to react to and manage the changes at work.

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Innovation and Value Creation

The ability to:

Provide a central location for ease of gathering operational reportsIt refers to the ability to generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals.

Social Intelligence and Ethics

The ability to:

Motivate others to take responsibility for personal accountability of report findingsIt refers to the ability

to use affective factors in leadership, relationship and diversity management guided by professional codes of ethics.

Learning to Learn The ability to:

Keep abreast with changes to organisational goals and operational requirements

It refers to the ability to develop and improve one’s self within and outside of one’s area of work.

Range of Application

N/A

(where applicable)

It refers to the critical circumstances and contexts that the skill may be demonstrated.

Version Control

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Version Date Changes Made Edited by

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Skill Code ES-ACE-302G-1

Skill Category Analytical, Conceptual and Evaluative

Skill Sub-Category(where applicable) N/A

Skill Solve Problems and Make Decisions at Supervisory Level

Skill Description

This skill describes the ability to acquire the skills to work with a team of subordinates in practising problem-solving and decision-making. It also includes anticipating and identifying potential problems, facilitating team’s effort to resolve the problems, making appropriate decisions and seeing implementation plans through.



Types of information to be gathered and analysed to identify and confirm a problem

Characteristics of appropriate problem-solving tools and techniques Idea generation techniques and their characteristics Types of value and impact to be evaluated for selection of ideas Techniques to manage team conflict in decision-making process Factors affecting the effectiveness of an implementation plan Advantages and disadvantages of the various methods for gathering

feedback from relevant sources Methods used to identify deficiency in the implemented solution and

implementation plan and their characteristics



The ability to:

Identify symptoms that could lead to potential problems at the workplace using appropriate tools and techniques

Apply logical deduction to anticipate and detect problems at the workplace based on symptoms and relevant information gathered

Analyse relevant information surrounding the perceived problems and identify the exact problem using elimination process, objective reasoning or process questioning

Analyse the root causes of the problems at the workplace using appropriate problem-solving tools and techniques

Develop an implementation plan that addresses the root causes of the problems and consider the impact to self and team at the workplace

Evaluate the effectiveness of the implemented solution and implementation plan by analysing feedback gathered from relevant sources


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The ability to:

Select a solution among the shortlisted ones collectively with team members using appropriate evaluative techniques and criteria

Formulate and execute modifications to restore and/or enhance effectiveness of implemented solution and implementation plan

It refers to the ability to generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals.


The ability to:

Facilitate generation of solutions to solve problems by encouraging creativity among team membersIt refers to the ability



Review the effectiveness of modifications made and analyse learning points and best practices that can be used for future reference

It refers to the ability to develop and improve one’s self within and outside of one’s area of work.Range of Application

N/A

(where applicable)


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Skill Code SVCF-CS-301C-1

Skill Category Customer Experience

Skill Sub-Category(where applicable)

N/A

Skill Establish Relationships for Customer Confidence

Skill DescriptionThis skill describes the ability to build customer confidence in the organisation and develop customer relationships that build customer loyalty. It also includes handling service opportunities and escalated service challenges.



Methods to develop knowledge of organisation’s product or service offerings

Methods to establish customer rapport Types of follow up from customer interactions Types of service opportunities Types of escalated service challenges Methods to respond to service opportunities Methods to respond to escalated service challenges



The ability to:

Develop knowledge of organisation’s product or service offerings and customer profile

Respond to service opportunities to build customers’ confidence in the organisation

Follow up on customer interactions in accordance with the organisation’s guidelines


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The ability to:

Build customer rapport with customers to increase customer loyalty and confidence in the organisation

Propose mutually acceptable solutions to escalated service challenges in accordance with the organisation’s service recovery procedures



The ability to:

N/AIt refers to the ability to use affective factors in leadership, relationship and diversity management guided by professional codes of ethics.


Stay abreast of the organisation’s product or service offerings through product launches or brochures to ensure the latest information is provided to customers


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Range of Application Customer rapport refers to the gaining of trust and confidence of customers in

the organisation’s product or service. Organisations may wish to build rapport with customers to increase customer confidence in their product or service.

Customer confidence refers to the trust which customers have in an organisation’s product or service.

Escalated service challenges are unresolved service challenges escalated by service professionals.

(where applicable)


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Skill Code HAS-CEX-4001-1.1

Skill Category Customer Experience


Skill Manage Guests/Customers’ Concerns and Feedback

Skill Description

This skill describes the ability to determine staff performance in handling guests/customers’ concerns and feedback. It also includes managing the escalation of those concerns and feedback and evaluating the processes to handle them.



Guidelines on monitoring and documenting staff performance in handling guests/customers’ concerns and feedback

Corrective actions to address deviations in handling guests/customers’ concerns and feedback

Guidelines on assigning right persons to handle guests/customers’ concerns and feedback

Guidelines on proposing improvements to organisational policies Objectives of improvement plans



The ability to:

Determine staff performance in handling guests/customers’ concerns and feedback

Manage escalation of guests/customers’ concerns and feedback Evaluate process to handle guests/customers’ concerns and feedback


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The ability to:

Create easy-to-use platforms for guests/customers to convey concerns and feedbackIt refers to the ability

to generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals.


The ability to:

Seek dialogue with guests/customers to clarify concerns and feedbackIt refers to the ability to use affective factors in leadership, relationship and diversity management guided by professional codes of ethics.


Self-reflect on effectiveness of offering alternative solution to manage guests/customers’ concerns and feedback


N/A

(where applicable)It refers to the critical circumstances and contexts that the skill may be demonstrated.

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Skill Code HAS-ENV-4001-1.1

Skill Category Environmental Sustainability


Skill Implement Sustainable Operations Using Green Initiatives

Skill Description

This skill describes the ability to promote understanding and awareness of sustainability programmes. It also includes providing support to the implementation of sustainability strategies, monitoring and reviewing sustainability programmes and activities.



Organisational sustainability strategies, tools and resources Relevant industry sustainability guidelines Principles of effective communication and interpersonal techniques Links between sustainability strategies and other aspects of organisation

strategy Impact of changes on sustainable work process improvements Effectiveness of sustainability programme and activities against best

practices



The ability to:

Promote understanding and awareness of sustainability programmes Provide support to the implementation of sustainability strategies Monitor and review sustainability programmes and activities


Innovation and N/A

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Value CreationIt refers to the ability to generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals.


The ability to:

Demonstrate belief in organisation's sustainability programmes when communicating them to staffIt refers to the ability



Keep abreast of changes to Industry sustainability guidelinesIt refers to the ability to develop and improve one’s self within and outside of one’s area of work.Range of Application

Legal and other organisational guidelines must include: 3R Programme for Hotels by National Environmental Agency (NEA) Building and Construction Authority’s Green Mark Standard Singapore Service Class Award ISO 9001-2008 Quality Management Systems ISO 14001 Environmental Management System ISO 20121 Event Sustainability Management Systems

APEX-ASTM Environmentally Sustainable Meeting Standards Global Reporting Initiative (GRI) Event Organizer Sector Supplement

(EOSS) Eco-certification e.g. Singapore Environment Council's Eco-Office

(where applicable)


Version Control

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Skill Code HAS-FOS-4003-1.1

Skill Category Front Office Operations and Services

Skill Sub-Category(where applicable)

N/A

Skill Supervise Front Office Operations

Skill Description

This skill describes the ability to perform start-of-shift activities, supervise front office operations, and perform end-of-shift activities. It also includes attending to guests/customers’ arrivals and departures, and handling their concerns and feedback.



Role of supervisor Importance of supervising and performing start-of-shift and end-of-shift

activities Guidelines on reviewing property information in property management

system (PMS) Strategies for managing property inventory in full-house or near full-

house situations Guidelines on Workplace Safety and Health Importance of reporting irregularities in operations and discrepancies in

property status through appropriate channels Importance of reviewing operational activities, such as staff work

assignments, cashier collections and remittance Types of guests/customers' personal particulars required by Hotels

Licensing Regulations Principles of effective communication and interpersonal techniques Techniques for coaching Organisation’s duty of care to guests/customers Guidelines for solving problems, related to front office operations Types of guests/customers and services accorded with VIP status Techniques of suggestive selling Guidelines for establishing methods of payment Techniques to handle irate guests/customers Organisational guidelines on limits of authority Strategies for service recovery Guidelines for reporting guests/customers’ concerns and feedback to

manager and documenting the feedback


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The ability to:

Perform start-of-shift and end-of-shift activities, in accordance with organisational procedures

Supervise front office operations, in accordance with organisational procedures

Attend to guests/customers’ arrivals and departures Handle and resolve any irregularities and guests/customers’ concerns

and feedback related to front office operations in accordance with organisational procedures

Record and follow up on work processes that compromise security of guests/customers, in accordance with organisational procedures



The ability to:

Adjust priorities to respond to the changing needs of the guests/customers in an accurate, timely manner

Implement corrective actions on staff work assignments, check-in records and staff interactions with guests/customers on front office operations that do not meet organisational requirements



The ability to:

Model positive attitude and display behaviours that support a broad definition of guests/customers and team members when delivering and supervising front office operations

Exhibit sense of urgency regarding communication with guests/customers, and satisfy guests/customers’ requests when delivering and supervising front office operations

It refers to the ability to use affective factors in leadership, relationship and diversity management guided by professional codes of ethics.


Expand current job responsibilities in supervising front office service for self and team members, by engaging in diverse professional development platforms, such as corporate training and communities of practice


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Range of Application N/A

(where applicable)


Version Control


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Skill Supervise One-Stop Services

Skill DescriptionThis skill describes the ability to perform start-of-shift activities, supervise one-stop services and perform end-of-shift activities. It also includes reporting guests/customers’ concerns and feedback for escalation.



Roles of Supervisor Importance of supervising and performing start-of-shift and end-of-shift

activities Objectives for updating briefing sheet and communication logbook Guidelines on Workplace Safety and Health Importance of reporting irregularities in operations and verifying defects

before operations Principles of effective communication and interpersonal techniques Importance of providing accurate information for one-stop services Guidelines for use of in-house operating systems Types of irregularities, and appropriate corrective measures to address

irregularities on staff interaction and delivery of one-stop services on guest/customer experience

Techniques of coaching Guidelines for responding to exceptional calls Techniques for handling concerns and feedback over the telephone Procedures on reporting details, when escalating service recovery to

management Principles of decision-making Criteria to consider when recommending rectification measures Types of approaches in presenting findings Objective and benefits of compiling information for reports


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The ability to:


Supervise one-stop services, in accordance with organisational procedures

Handle and resolve any irregularities and guests/customers’ concerns and feedback related to one-stop service operations, in accordance with organisational procedures



The ability to:

Prioritise high-level guests/customers’ concerns and feedback, recommend rectification measures to address the concerns and maintain complete and accessible records for future reference



The ability to:

Observe and maintain comprehensive guest/customer folios, with records of their habits and preferences, to ensure that returning guests/customers are delighted with the additional attention



Expand current job responsibilities in supervising one-stop service for self and team members by engaging in diverse professional development platforms, such as corporate training and communities of practice


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(where applicable)


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Skill Sub-Category (where applicable) N/A

Skill Supervise Switchboard Services

Skill DescriptionThis skill describes the ability to supervise switchboard services, handle guests/customers' concerns and feedback. It also includes performing start-of-shift and end-of-shift activities.



Roles of the supervisor Significance of supervising and performing start-of-shift and end-of-shift

activities Guidelines on reviewing activities in property Guidelines on Workplace Safety and Health Impact of deviations in handling telephone-related requests Organisation’s duty of care to guests/customers Types of telephone calls, telephone-related services and their associated

charges Techniques for coaching Impact of discrepancies in monthly telephone bills to telephone revenues Guidelines for conducting periodic checks on telephone and related

systems and equipment Guidelines for reporting faults and system interruptions Guidelines for handling problems related to switchboard services Organisational guidelines on limits of authority Strategies for service recovery Guidelines for reporting guests/customers' concerns and feedback to the

manager and documenting the feedback


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The ability to:


Supervise switchboard services, in accordance with organisational procedures

Handle and resolve any irregularities or guests/customers' concerns and feedback related to switchboard operations, in accordance with organisational procedures



The ability to:

Conduct regular checks on telephone lines, wake-up call set-ups and wake-up call responses, to identify deviations in a timely manner for appropriate corrective measures to reinstate the functions



The ability to:

Model positive attitudes and display behaviours that support a broad definition of guests/customers and team members, when delivering and supervising switchboard operations



Expand current job responsibilities in supervising switchboard services for self and team members by engaging in diverse professional development platforms, such as corporate training and communities of practice


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(where applicable)


Version Control



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Skill Code ES-FSI-309G-1

Skill Category Infocomm Technology


Skill Perform Online Collaboration

Skill Description

This skill describes the ability to demonstrate knowledge of the key concepts of online collaboration and apply skills to set up collaborative tools and services. It also includes performing online interaction and learning and using online collaborative tools and mobile technology.



Concepts relating to online collaboration Concepts relating to cloud computing Common setup features for online collaboration Concepts relating to online storage solutions Concepts relating to common web-based productivity applications Types of common social media tools to support online collaboration Implications of uploading posts and photos on social media Concepts relating to online learning environment Concepts relating to mobile collaboration Security considerations for use of mobile devices Concepts relating to mobile applications



The ability to:

Perform online collaboration, interaction and learning using appropriate functions of online collaborative tools and services

Perform mobile collaboration securely using mobile applications and appropriate functions of mobile devices


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The ability to:

Synchronise content between devices to allow easier access to information and improve efficiencyIt refers to the ability



The ability to:

Set up collaborative tools and services in accordance to specific online collaboration requirementsIt refers to the ability



Participate in online learning by completing online courses and activities such as quizzes


N/A


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Version Control


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Skill Code SVCF-IR-301E-1

Skill Category Information and Results


Skill Acquire Industry Knowledge

Skill DescriptionThis skill describes the ability to analyse the impact of internal and external trends on the organisation. This also includes gathering relevant information and monitoring trends relevant to the industry in which the organisation operates in.



Types of information relevant to the industry in which the organisation operates in

Role of trade bodies and government agencies relevant to the industry in which the organisation operates in

Industry and sector in which the organisation operates in Internal and external trends in the industry and sector Methods to analyse impact of internal and external trends on the industry in

which the organisation operates in Types of networks relevant to the organisation’s industry



The ability to:

Gather information relating to the industry in which the organisation operates

Monitor internal and external trends relevant to the industry in which the organisation operates in


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The ability to:

Analyse internal and external trends and understand their impact on the organisation



The ability to:

Communicate relevant trends to colleagues to enable better understanding of the industry in which the organisation operates inIt refers to the ability



Stay updated with industry trends by subscribing to industry journals or participating in industry network events


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Types of information relevant to the organisation’s industry must include: New and emerging technologies Service operations processes Service-related trends Legislation Safety Market intelligence Employment Professional development

Role of trade bodies and government agencies relevant to the industry in which the organisation operates in must include: Improving organisation’s competitiveness and profitability Representing the organisation’s interest at all levels of the legislative and

regulatory process Supplying information and providing advice to the organisation Promoting market opportunities Promoting innovation and technology transfer Offering commercial benefits Promoting collaboration between organisations Promoting networking opportunities

(where applicable)


Version Control


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Skill Code BM-IM-301E-1

Skill Category Innovation


Skill Contribute to Innovation Process within own Scope of Work in Business Unit

Skill Description

This skills describes the ability to identify opportunities for innovation and improved work practices within own scope of work. It also includes collaborating with stakeholders, pilot testing of ideas and supporting implementation of innovation initiatives.



Broad concepts of innovation Steps in innovation process Behaviours that support innovation Individual role in contributing to innovation culture



The ability to:

Present ideas to relevant stakeholders for feedback to improve ideas and develop possible variations

Assist in pilot testing and prototyping to determine effectiveness of innovation initiatives within a business unit

Support implementation of innovation initiatives in a business unit in accordance with innovation strategies to meet organisational requirements


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The ability to:

Analyse work systems and processes to identify opportunities for innovation and improved work practices within own scope of workIt refers to the ability



The ability to:

Demonstrate empathy and appreciation of others' views and issues when working on innovation initiatives to maintain positive working relationshipsIt refers to the ability



Collaborate with others to identify, discuss and develop effective ways of working


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N/A

(where applicable)


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Skill Code LPM-VIS-301C-0

Skill Category Leadership


Skill Lead Team to Develop Operational Plan

Skill Description

This skill describes the ability to lead team planning activities to develop operational plans to achieve team objectives. It also includes building team support and commitment towards the defined objectives and demonstrating leadership and organisational values through one's actions.



The relationship between high level organisational strategy and the development and implementation of team plans and processes

Organisational policies and procedures relating to leading team planning activities

Trends and issues impacting on team and its productivity Organisational code of practice relating to expected behaviours that may be

used to demonstrate values Relevant professional or industry codes of practice and standards guiding

the definition of values and behaviours



The ability to:

Review organisational objectives and business plans to identify team objective

Identify trends and issues impacting on team and its productivity to guide team planning

Create team operational plan to support team progress toward defined objectives

Allocate resources required for implementation of the operational plan to achieve team objectives

Model leadership and behaviours to demonstrate application of organisational values, behaviours and governance priorities in all actions


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The ability to:

Evaluate progress of team plans and make adjustments to meet team objectivesIt refers to the ability



The ability to:

Communicate organisational vision, values, expectations, team goals and plans to garner team members’ buy-in and contribution to the operationalisation of the team strategic priorities to ensure harmonious working relationships

Assess emotional states of team members and respond appropriately to emotional cues when leading a team to ensure individual needs are addressed



Engage in regular self-reflection to identify own areas for improvement in leading team planning

Improve own team planning skills by subscribing to diverse learning channels and participating in peer review platforms to enhance workplace performance


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N/A

(where applicable)


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Skill Code SVCF-LS-301C-1

Skill Category Leadership


Skill Role Model the Service Vision

Skill Description

This skill describes the ability to demonstrate the characteristics of a role model and promoting a customer-centric culture within the team to achieve service excellence. It also includes encouraging a team in service delivery and monitoring the performance of the team and oneself.



Characteristics of a role model Organisation’s vision, mission and values Methods to demonstrate the organisation’s vision, mission and values Methods to encourage team to deliver service Methods to promote a customer centric culture Methods to monitor performance of self and team



The ability to:

Demonstrate the characteristics of a role model that reflect the organisation's vision, mission and values

Promote a customer-centric culture within the service environment to achieve service excellence


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N/A



The ability to:

Encourage team to deliver service in accordance with organisation guidelinesIt refers to the ability



Monitor performance of self and team to ensure consistency with the organisation’s guidelines through customer feedback


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A role model sets an example for others by walking the talk and acting in ways that are consistent with organisational vision, goals and objectives. This must include: Performing tasks at all levels of the team structure Employing effective communication techniques Displaying the qualities and characteristics of a service professional

A customer-centric culture is one where there is strong desire for teams to provide value-added, positive consumer experience that leads to sustained competitive advantage in both the short-term and long-term for organisational success.

(where applicable)


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Skill Code SVCF-PP-301C-1

Skill Category People and Relationship Management


Skill Coach for Service Performance

Skill DescriptionThis skill describes the ability to coach individuals for service performance. It also includes using coaching techniques to close service gaps and monitoring the progress of individuals for improvements in service performance.



Characteristics and roles of a coach in coaching for service performance Components of a coaching plan Methods to identify areas of improvement Techniques for coaching Barriers to learning Techniques for monitoring individuals for improvements in service

performance Methods to provide feedback to individuals on service performance



The ability to:

Review feedback on individuals’ work performance to identify root causes of performance gaps

Prepare coaching plan for individuals taking into account barriers to learning Use coaching techniques to address service performance issues Monitor progress of individuals for improvements in service performance

through customer feedback


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N/A



N/A



Reflect on own coaching style to review the suitability and effectiveness in coaching individuals


A coaching plan is used to guide and manage coaching delivery to ensure that coaching objectives are met. The coaching plan must outline:

Objectives of coaching, which should include areas for development for the individuals

Roles and responsibilities of the coach and the individuals Areas of development for the individual Coaching techniques and styles Key milestones Methods to monitor progress Providing feedback

(where applicable)


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Skill Code LPM-RLT-401C-0



Skill Cultivate Workplace Relationships and Diversity

Skill Description

This skill describes the ability to cultivate collaborative and productive relationships at the workplace to support organisational priorities. It includes building workplace relationships, promoting organisational diversity through systems and processes and managing of conflicts.



Legal and ethical considerations relating to participation in internal and external networking opportunities, conflict management and workplace diversity

Organisational policies and procedures relating to business networking, organisational diversity and conflict management

Relevant professional or industry codes of practice and standards relating to business networking

Implications and impact of networking and collaboration opportunities on employees and the organisation

Relevant local, regional and international networks Common barriers to developing a diverse and cooperative workplace Workforce characteristics and trends



The ability to:

Establish working relationships with network members to improve knowledge sharing and networking opportunities

Pursue collaborative opportunities to support beneficial outcomes Facilitate information exchange among network members to support

organisational and team priorities Develop and monitor the implementation of systems and processes to

support organisational diversity strategies Identify sources of conflict and negotiate issues to reach mutually

acceptable outcomes


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The ability to:

Review the effectiveness of the conflict resolution strategies and take action to prevent the recurrence of conflictIt refers to the ability



The ability to:

Adjust interpersonal style and respond appropriately to emotional cues when interacting with others to meet the requirements of the social and cultural business context



Keep abreast of organisational diversity management systems and processes by subscribing to diverse learning channels to enhance own knowledge for workplace application



N/A

(where applicable)


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Version Control


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Skill Code SVCF-PP-302C-1



Skill Manage a Diverse Service Environment

Skill Description

This skill describes the ability to manage a diverse service environment. It also includes promoting inclusiveness, building team cohesion and managing diversity challenges and opportunities that may have implications on service delivery.



Types of diversity markers and their implications at work Strategies to build team cohesion to achieve organisational service

excellence Methods to assess diversity challenges and opportunities Methods to manage diversity challenges and opportunities in the service

environment



The ability to:

Incorporate team building activities into work schedules to build an inclusive work environment

Build team cohesion to achieve organisational service excellence Manage diversity challenges and opportunities that have implications on

service delivery


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The ability to:

Translate diversity challenges into opportunities to foster team cohesion and enhance service deliveryIt refers to the ability



The ability to:

Conduct sharing sessions to build awareness of diversity among team membersIt refers to the ability



Enhance one’s handling of team diversity by keeping abreast of team diversity issues through feedback channels and by observing employee interactions


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Inclusiveness may be defined as showing respect for people from diverse backgrounds. An inclusive environment is one that creates a sense of belonging and encourages and supports its members with positive and specific feedback.

Diversity in the workplace refers to the presence of people from a wide range of backgrounds and possessing different traits.

Strategies to build team cohesion to achieve organisational service excellence must include: Assigning roles, duties and responsibilities among team members to

achieve common goals and objectives Specifying the importance of working towards common goals Ensuring understanding of organisation’s vision, mission and values among

team members Building relationships with team members Building and maintaining trust, respect and rapport with team, which must

include:o Supporting mutual concern and camaraderieo Affirming respect for individual behaviours and differenceso Facilitating team building activities to develop a strong team identityo Arranging for job rotation for team members to better appreciate otherso work processo Encouraging mutual acceptance among team memberso Fostering a culture of transparency in the organisation to encourage

openness to share among team members

(where applicable)


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Skill Code LPM-DEV-301C-0

Skill Category People Management


Skill Develop and Motivate Team Members through Capability Development

Skill DescriptionThis skill describes the ability to identify and address skill development needs of team members to enhance team capability. It also includes motivating team members’ independence on capability development.



Legal and ethical considerations relating to the identification of individual capability development requirements

Organisational policies and procedures relating to employee capability development

Relevant professional or industry codes of practice and standards relating to management of capability development as a team leader

Communication channels relevant for disseminating information regarding capability development

Market trends and developments on new and emerging skill requirements, and learning and development



The ability to:

Review team and organisational business plans to identify new and emerging skill requirements

Communicate expectations of team performance and work with team members to identify current and future skill requirements

Translate team members’ skill requirements into learning and development plans to facilitate training and development implementation

Identify learning and development opportunities to support the development of team member skills

Encourage and support team members to identify, develop and share their skills and experiences to improve their capabilities and performance and enhance team effectiveness


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The ability to:

Review effectiveness of the team’s capability development approach to identify areas for improvementIt refers to the ability



The ability to:

Demonstrate empathy by understanding performance lapse of team members and encouraging them to learn from mistakes to improve future performance



Engage in regular self-reflection to identify own areas for improvement in motivating team learning

Improve own ability to motivate team learning by subscribing to diverse learning channels and participating in peer discussion platforms to enhance workplace performance


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N/A

(where applicable)


Version Control


LPM-DEV-301C-0 1-Sep-16 Initial Version WDA and STB

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Skill Code ES-PMD-301G-1

Skill Category Personal Management and Development


Skill Develop Personal Effectiveness at Supervisory Level

Skill Description

This skill describes the ability to apply knowledge and life skills, relate them to roles and responsibilities in the workplace and contribute to their effectiveness as a team leader or supervisor. It also includes using time management techniques, maintaining a work-life balance, managing stress and personal finances.



Types of motivational factors affecting personal goal setting and achievement

Factors that may affect the achievement of departmental goals Benefits of organising and prioritising work activities according to goals set Practices that promote personal well-being and aspects of personal

management Issues and problems related to personal and family responsibilities and their

impact on work Common sources of assistance available to support personal management Various budgeting techniques and their features to manage personal

expenses Factors to consider when using and maintaining credit to ensure one's

financial stability



The ability to:

Analyse personal goals and align them to departmental goals Examine personal role and responsibilities and their contribution to

departmental success Plan, organise and execute personal work activities to achieve

departmental goals Support the implementation of work-life balance programmes to achieve

organisational effectiveness


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The ability to:

Identify causes of stress that affect self and team and apply stress management techniques to deal with themIt refers to the ability



The ability to:

Apply emotional intelligence and people-management techniques to get assistance from appropriate people such as managers, peers and subordinates



Examine personal strengths and weaknesses, apply strategies to overcome weaknesses and use personal strengths to contribute towards the achievement of departmental goals

Establish own existing financial position using appropriate tools and explain how to manage such a position


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N/A

(where applicable)


Version Control


ES-PMD-301G-1 1-Sep-16 Initial Version WDA and STB

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Skill Code HAS-PNI-4001-1.1

Skill Category Planning and Implementation


Skill Assign Work

Skill DescriptionThis skill describes the ability to develop work plans, assign work activities to others, monitor and provide feedback for work assigned. It also includes the ability to follow up, review and complete assigned work.



Organisation chart, types and characteristics of work activities and their implementation procedures

Job responsibilities and capabilities of individuals Principles of fairness and equal opportunities in assigning responsibilities

and authority Principles of specific, measurable, attainable, relevant and time-bound

(SMART) goals Guidelines to work hazards and unsafe work practises related to the

Workplace Safety and Health Act Principles of after-action reviews Types of brainstorming techniques and their benefits Key performance indicators (KPIs)



The ability to:

Develop work plans Assign work activities to others Monitor and provide feedback for work assigned Follow up, review and complete assigned work


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The ability to:

Create a platform for feedback on work assignment and work flow improvementsIt refers to the ability



The ability to:

Demonstrate fairness to staff in decision-making when assigning work to teamIt refers to the ability



Evaluate own role and responsibilities when assigning work to teamIt refers to the ability to develop and improve one’s self within and outside of one’s area of work.Range of Application

N/A


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Version Control


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Skill Code BM-SPI-304E-1



Skill Display Critical Thinking and Analytical skills

Skill Description

This skill describes the ability to apply critical thinking and analytical skills for problem-solving. It also includes challenging and rethinking ideas, analysing business issues to put forth recommendations to stakeholders and enhancing creative thinking among team members.



Methods to apply logical inquiry to issues Barriers to creativity Ways in which people may contribute to the critical thinking and analysis

process



The ability to:

Analyse business issues through the use of critical-thinking to make recommendations to relevant stakeholdersIt refers to the ability

to perform the work tasks and activities required of the occupation, and the ability to react to and manage the changes at work.

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The ability to:

Challenge and rethink ideas and provide insights to relevant stakeholders for continuous business improvementIt refers to the ability



The ability to:

Make recommendations that are attuned to the needs of relevant stakeholders and aligned to organisational objectives by exercising empathy and organisational awareness to close the gaps



Develop a critical thinking mind-set when dealing with business issues to improve the organisation’s business practices

Demonstrate problem-solving skills within own scope of work to improve productivity and own work performance

Enhance creative thinking skills among team members to foster innovation and improve organisational performance


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Methods to apply logical inquiry to issues must include: Understand and identify relevant objectives and issues Formulate and raise key questions in a clear and concise manner Gather and assess relevant information pertaining to business situation Use abstract ideas and interpret them appropriately Recognise and assess implications and practical consequences

(where applicable)


Version Control


BM-SPI-304E-1 1-Sep-16 Initial Version WDA and STB

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Skill Code HAS-PNI-4002-1.1



Skill Implement Loss/Risk Prevention

Skill DescriptionThis skill describes the ability to plan, implement and comply with loss/risk preventive policies and procedures. It also includes the ability to review the effectiveness of loss/risk preventive policies and procedures.



Loss/risk preventive policies and procedures National Environment Authority (NEA) regulations and guidelines Guidelines for receiving and storing products Empowerment in delegation of responsibilities for loss/risk prevention



The ability to:

Plan loss/risk preventive policies and procedures Implement loss/risk preventive policies and procedures Comply with loss/risk preventive policies and procedures Review effectiveness of loss/risk preventive policies and procedures


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N/A



The ability to:

Influence others to be vigilant to safeguard privacy and security of property and guest/customers/residentsIt refers to the ability



Reflect on implementation of alternative measures for loss/risk preventionIt refers to the ability to develop and improve one’s self within and outside of one’s area of work.Range of Application

N/A


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Version Control


HAS-PNI-4002-1.1 1-Sep-16 Initial Version WDA and STB

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Skill Code SVCF-PL-301C-1



Skill Manage Operations for Service Excellence

Skill Description

This skill describes the ability to manage resources, along with the use of organisational guidelines to manage service operations. It also includes implementing service operations to achieve service excellence, resolving performance issues and monitoring feedback from customers.



Types of resources required by the organisation for service operations Organisation’s guidelines to support service operations Methods to implement guidelines for service operations Types of performance issues related to service operations Process of resolving performance issues Sources of feedback on service operations Process of monitoring feedback on service operations



The ability to:

Identify resource requirements required at various points of the organisation’s service value chain

Ensure adequacy of resources for implementation of service operations plan

Re-deploy resources to cater to high volume traffic Review service performance issues to determine root causes and likely

impact on customer Implement solutions to resolve performance issues Monitor feedback from customers and team on service operations


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The ability to:

Review resource requirements to optimise resource allocation Evaluate solutions to resolve performance issuesIt refers to the ability



The ability to:

Brief service team on their role in implementation of service operations planIt refers to the ability to use affective factors in leadership, relationship and diversity management guided by professional codes of ethics.


Keep abreast of trends in resource allocation to ascertain viability of new methods to the organisation


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An organisation’s service value chain is made up of multiple stakeholders at different levels, all of whom have a part to play within the organisation in upholding the organisation’s service standards.

Sources of a service value chain must include: Service blueprint Customer journey map

A service operations plan is an organisational roadmap that charts out the key organisational functions and resources which are required in order to meet, or exceed, customer expectations. It must include: Preparation for service operations Execution of service operations to customer Organisation guidelines to support service operations On-going monitoring for adherence to organisation’s service standards

(where applicable)


Version Control


SVCF-PL-301C-1 1-Sep-16 Initial Version WDA and STB

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Skill Code BM-SPI-301E-1



Skill Support Strategic and Operational Plans

Skill Description

This skill describes the ability to execute business processes in alignment to organisational policies, practices and procedures. It also includes identifying own job role in relation to operational plans and reporting progress to stakeholders for review.



Linkage between business processes and organisational policies, practices and procedures

Purposes of key performance indicators within the organisation Performance systems and processes in the organisation



The ability to:

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Identify business processes for execution to align with organisational policies, practices and procedures

Identify and assess own job scope, roles and responsibilities to support relevant strategic and operational plans

Identify and carry out actions and behaviours to support organisational vision, mission and values

Monitor and report status progress to relevant stakeholders for review



The ability to:

Review business processes to identify areas for improvementIt refers to the ability to generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals.


The ability to:

Cultivate a broad personal network that incorporates colleagues, professionals and business contacts to achieve workplace support and co-cooperativeness to fulfil own job role



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Engage in self-reflection to identify areas for improvement in own job role performance

Improve on own job role performance by subscribing to diverse learning channels and participating in review platforms with peers and supervisors



N/A

(where applicable)


Version Control


BM-SPI-301E-1 1-Sep-16 Initial Version WDA and STB

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Skill Code HAS-WSS-4001-1.1

Skill Category Workplace Safety and Security


Skill Monitor Workplace Safety and Security

Skill Description

This skill describes the ability to identify workplace safety and security concerns and inspect safe usage of equipment. It also includes monitoring responses to emergencies and safeguarding the privacy and security of property, guests/customers.




Guidelines on work hazards and unsafe work practises related to the Workplace Safety and Health Act

Manufacturer’s instructions on safe usage of equipment Usage of appropriate Personal Protective Equipment (PPE) Guidelines for monitoring and maintenance of equipment Guidelines for assisting emergency services providers and reporting

potential safety or security concerns


The ability to:

Identify workplace safety and security concerns Inspect safe usage of equipment Monitor responses to emergencies Safeguard privacy and security of property, guests/customers


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The ability to:

Set up communication channels to report on potential safety or security concernsIt refers to the ability



The ability to:

Seek co-operation amongst colleagues to safeguard privacy and security of property, guests/customersIt refers to the ability



Keep abreast of changes to organisational facilities and work areas, in consideration of workplace safety and security


Types of legal requirements must include: Workplace Safety and Health Act Innkeepers’ Act Hotels Licensing Regulations Consumer Protection (Fair Trading Act) Factory Act


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Version Control


HAS-WSS-4001-1.1 1-Sep-16 Initial Version WDA and STB

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Definitions of the Five (5) Domains

Domain Definition


Knowledge includes the gathering of facts and information through traditional and digital forms. Analysis involves the cognitive processing, integration and inspection of single or multiple sources of facts and information required to perform work tasks and activities and takes into consideration, the work contexts in which the tasks and activities are carried out. The result of knowledge and analysis produce judgements on work tasks/activities/issues/areas, and the conceptualisation of solutions to solve problems at work.


Application involves the ability to perform work tasks and activities defined by the requirements of the occupation. Adaptation involves the ability to react to and manage the changes in the work contexts. The result of application and adaptation leads to the production of psycho-motor actions and behavioural reactions to the work tasks/activities/issues/areas, and the execution of the planned solutions to solve problems at work.


Innovation includes the ability to generate purposive ideas to improve work performance and/or enhance business values that are aligned to the organisational goals. As a result of innovation, the organisation is able to reap the values from individual or team contributors to achieve organisational growth.


Social intelligence includes the ability to appreciate and use affective factors in leadership, relationship and diversity management guided by professional codes of ethics as effective individuals or team contributors.

Learning to Learn

Learning-to-learn includes the ability to improve on self-development within and outside of one’s area of work. It involves the continual inspection of one’s knowledge, analytical, application, adaptive, innovative and social skills that are needed to perform the work optimally and/or solve problems effectively.

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Documents

· Web viewLPM-VIS-301C-0 Skill Category Leadership Skill Sub-Category (where applicable) N/A Skill Lead Team to Develop Operational Plan Skill Description This skill describes the