SKILLS FRAMEWORK FOR FOOD SERVICES SKILL STANDARDS FOR OPERATIONS DIRECTOR (F&B DIRECTOR)

Transcription

1 Occupation: Operations Director (F&B Director) Occupation Description: The Operations Director (F&B Director) plans short and long-term F&B operations in line with the company's vision. He/She manages both the front- and back-of-house operations to achieve customer satisfaction and quality service while meeting or exceeding financial goals. He is responsible for managing and achieving profitability and quality for all F&B operations. This includes ensuring that the F&B operation is in compliance with company, brand, state, and laws/regulations. He is also responsible for the proper accounting and reconciliation of the Point of Sale systems and revenues, and for finding creative ways to attract clientele to the restaurant & bar. He should be able to communicate both verbally and in writing with employees, guests and management in an attentive, friendly, courteous and service-oriented manner. He is also expected to have the ability to work in a fast-paced environment. 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. SSG 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 2017 SkillsFuture Singapore Agency. All rights reserved. Version

2 The skills expected of the Operations Director (F&B Director) are summarised as below: Skill Category Skill Business Continuity Management 1. Develop and Maintain Business Continuity Strategies, Policies and Guidelines 2. Establish Business Continuity Processes 3. Provide Leadership during Crisis Situations Business Negotiation 4. Direct Negotiation Policy and Develop Negotiation Limits Change Management 5. Facilitate Innovation and Lead Managers to Manage Change Communications 6. Establish and Maintain Strategic Business Partner Relationships 7. Resolve Conflicts with Stakeholders Customer Experience 8. Develop Service Recovery Framework 9. Drive Customer Loyalty for Service Excellence Finance 10. Develop and Establish Financial Budget and Plans Information and Results 11. Drive Service Quality and Customer Satisfaction 2

3 Innovation 12. Facilitate Innovation Process within the Organisation Leadership 13. Champion a Service Excellence Ethos 14. Lead Managers to Develop Organisational and Governance Strategies People and Relationship Management 15. Foster Business Relationships and Organisational Diversity 16. Strategise Workforce for Service Excellence People Development 17. Develop Managers and High-potential Employees through Organisational Talent Capability Reviews Personal Management and Development 18. Develop Self to Maintain Professional Competence to Lead an Organisational Planning and Implementation 19. Develop a Business Plan 20. Establish Business Strategies for the Business Function 21. Establish Operational Plans for the Business Function 22. Strategise Service Operations Project Management 23. Lead Programme and Project After-action Review Risk Management 24. Develop A Risk Management Framework, Policy and Process 25. Manage Compliance with Food and Beverage Hygiene Policies and Procedures 3

4 Sales and Marketing 26. Manage Revenue Management 4

5 Skill Code BM-BCM-501E-1 Skill Category Skill Sub-Category Business Continuity Management N/A Skill Develop and Maintain Business Continuity Strategies, Policies and Guidelines Skill Description This skill describes the ability to develop and maintain business continuity framework, strategies and policies for an organisation. It includes aligning, reviewing and refining business continuity plans, establishing business continuity management governance, as well as reporting business continuity plans to stakeholders. Knowledge and Analysis It refers to gathering, cognitive processing, integration and inspection of facts and information required to and activities. The ability to understand: Relevant regulatory requirements and leading practice principles of business continuity management Types of tests for testing business continuity plans Test results components and how they fit into the overall testing plan Assessment reporting to relevant stakeholders Application and Adaptation and activities required of the occupation, and the ability to react to and manage the changes at work. Design organisation-wide business continuity policies and framework to maintain critical business functions and recover from disruptive events Ensure alignment of business continuity plans to meet organisational strategic objectives Establish business continuity management governance to support the development and implementation of business continuity plans and guidelines Report readiness of business continuity plans to relevant stakeholders to ensure they are updated and consulted 5

6 Innovation and Value Creation generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals. Conduct independent review and audit of business continuity plans to ensure the integration of the business continuity plans of various business units across the organisation Refine organisational business continuity plans to ensure relevance to the organisation in accordance with the current threat environment Social Intelligence and Ethics use affective factors in leadership, relationship and diversity management guided by professional codes of ethics. Demonstrate empathy and openness to feedback to communicate business continuity strategies, policies and guidelines to employees to garner their support and buy-in for the implementation of the business continuity plans Learning to Learn develop and improve one s self within and outside of one s area of work. Conduct research relating to crisis management to aid in the review of business continuity strategies to enhance organisation s ability to respond to crisis effectively Range of Application It refers to the critical circumstances and contexts that the skill may be demonstrated. Financial reporting standards may include: Company Legislation and Regulatory Framework Singapore Code of Corporate Governance (Monetary Authority of Singapore) Companies Act Statements of Accounting Standards Statements of Recommended Accounting Practice International Accounting Standards Singapore Code on Take-overs and Mergers Monetary Authority of Singapore Securities Industry Council Accounting and Corporate Regulatory Authority 6

7 Commercial Affairs Department of the Ministry of Home Affairs Version Control Version Date Changes Made Edited by BM-BCM-501E-1 12-Oct-16 Initial Version SSG 7

8 Skill Code BM-BCM-502E-1 Skill Category Skill Sub-Category Business Continuity Management N/A Skill Establish Business Continuity Processes Skill Description This skill describes the ability to establish business continuity processes for the organisation. It includes developing, documenting and refining business continuity plans, advising organisation on requirements of business continuity management, monitoring and reporting the effectiveness of business continuity management, as well as advising on post response and recovery activities to minimise consequences for the organisation. Knowledge and Analysis It refers to gathering, cognitive processing, integration and inspection of facts and information required to and activities. The ability to understand: Own role in development of business continuity plans Own role in advising of organisation on business continuity management Own role in assessment of effectiveness of business continuity management Relevant stakeholders in disruptive events Own role in leading post response/recovery phase activities Impact of consequences of disruptive events Application and Adaptation and activities required of the occupation, and the ability to react to and manage the changes at work. Develop business continuity plans aligned with business continuity strategies in consultation with relevant stakeholders for implementation Consolidate, summarise and document business continuity plans for senior management review Advise organisation on requirements for business continuity management in consultation with senior management to seek support Monitor and report on the effectiveness of business continuity management to determine follow up action Advise organisation and relevant stakeholders in the post response/recovery phase to minimise consequences 8

9 Innovation and Value Creation generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals. Refine business continuity plans to enhance organisational effectiveness in business continuity management Social Intelligence and Ethics use affective factors in leadership, relationship and diversity management guided by professional codes of ethics. Demonstrate empathy and appreciation of others' views and issues when working with stakeholders to establish business continuity processes to maintain positive working relationships Learning to Learn develop and improve one s self within and outside of one s area of work. Keep abreast of best practices in business continuity processes by subscribing to diverse information channels and discussion platforms to enhance own knowledge for workplace application Range of Application N/A It refers to the critical circumstances and contexts that the skill may be demonstrated. 9

10 Version Control Version Date Changes Made Edited by BM-BCM-502E-1 4-Aug-17 Initial Version SSG 10

11 Skill Code BM-BCM-602E-1 Skill Category Skill Sub-Category Business Continuity Management N/A Skill Provide Leadership during Crisis Situations Skill Description This skill describes the ability to lead organisation through crisis situations. It also includes activating and directing review of crisis response, recovery and stand down activities, managing crisis communication, reviewing impact of disruptive events on the organisation, as well as identifying programmes for staff learning and development in crisis management. Knowledge and Analysis It refers to gathering, cognitive processing, integration and inspection of facts and information required to and activities. The ability to understand: Business impact of disruptive events on the organisation Own role in communication with relevant stakeholders Application and Adaptation and activities required of the occupation, and the ability to react to and manage the changes at work. Approve activation of the crisis response, recovery activities and stand down procedures to ensure alignment with business continuity strategies and crisis management plan Manage communication of disruptive events to relevant stakeholders to ensure alignment with crisis communication plan Review report to determine business impact arising from disruptive events on the organisation 11

12 Innovation and Value Creation generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals. Direct review of crisis response, recovery activities and stand down procedures to make improvements for future activation during crisis situations Social Intelligence and Ethics use affective factors in leadership, relationship and diversity management guided by professional codes of ethics. Maintain composure, self-confidence and resilience as a leader when leading organisation to deal with challenges in a crisis situation Learning to Learn develop and improve one s self within and outside of one s area of work. Identify programmes for staff learning and development in crisis management to strengthen organisational capability in crisis management Range of Application N/A It refers to the critical circumstances and contexts that the skill may be demonstrated. 12

13 Version Control Version Date Changes Made Edited by BM-BCM-602E-1 1-Sep-16 Initial Version WDA 13

14 Skill Code BM-BN-601E-1 Skill Category Skill Sub-Category Business Negotiation N/A Skill Skill Description Direct Negotiation Policy and Develop Negotiation Limits This skill describes the ability to develop, evaluate and refine negotiation policy and limits. It also includes setting negotiation guidelines to guide the negotiation process. Knowledge and Analysis It refers to gathering, cognitive processing, integration and inspection of facts and information required to and activities. The ability to understand: Situations that negotiation may be used in organisation Means of applying negotiation limits and guidelines Application and Adaptation and activities required of the occupation, and the ability to react to and manage the changes at work. Develop negotiation policy and limits to guide organisation negotiation Set negotiation guidelines to guide negotiation process Innovation and Value Creation generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals. Evaluate and refine negotiation policy and limits based on negotiation outcomes to enhance organisational effectiveness in managing negotiations 14

15 Social Intelligence and Ethics use affective factors in leadership, relationship and diversity management guided by professional codes of ethics. Adhere to organisational code of conduct, values and ethics when developing negotiation policy to ensure objectivity in the process Learning to Learn develop and improve one s self within and outside of one s area of work. Consult with stakeholders to identify areas for improvement in relation to organisational negotiation policy to enhance organisational effectiveness Range of Application N/A It refers to the critical circumstances and contexts that the skill may be demonstrated. Version Control Version Date Changes Made Edited by BM-BN-601E-1 1-Sep-16 Initial Version WDA 15

16 Skill Category Change Management Skill Code LPM-CHG-501C-0 Skill Sub-Category N/A Skill Facilitate Innovation and Lead Managers to Manage Change Skill Description This skill describes the ability to facilitate change at senior levels within organisations. It also includes facilitating an environment conducive to taking risks, identifying opportunities for change and innovation, and applying systems thinking to facilitate change and innovation. Knowledge and Analysis It refers to gathering, cognitive processing, integration and inspection of facts and information required to and activities. The ability to understand: Legal and ethical considerations relating to change initiatives Organisational policies and procedures relating to change management Relevant professional or industry codes of practice and standards relating to change management The relationship between high level strategy and the development and implementation of change management plans and processes at the divisional level Key concepts and importance of a learning organisation in relation to organisational change The differences between and attributes of positive and negative risks Theories and principles of change management Systems thinking concepts, methods and tools to support implementation of programmes for change and innovation Relationships between sponsors, champions of change and innovation activities Application and Adaptation and activities required of the occupation, and the ability to react to and manage the changes at work. Develop systems and processes to support enterprising behaviours and risk taking Provide opportunities for individuals within the business unit and division to explore ideas and opportunities for change and innovation Analyse performance data, systems and behaviours that may affect the achievement of organisational goals to identify and communicate opportunities for growth or improvement 16

17 Prioritise opportunities to implement change activities in accordance to potential impact or benefits to the organisation Define performance standards to lead the change management activities towards established organisational outcomes Identify and acquire resources required to successfully implement programmes for change and innovation Innovation and Value Creation generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals. Monitor and review progress of change and innovation activities to identify areas for improvement Social Intelligence and Ethics use affective factors in leadership, relationship and diversity management guided by professional codes of ethics. Communicate with stakeholders to design processes to support achievement of objectives of change and innovation programmes Apply emotional intelligence to guide own thinking and actions to influence and persuade stakeholders to embrace change and innovation Learning to Learn develop and improve one s self within and outside of one s area of work. Engage in regular self-reflection to identify areas for improvement in leading change management Keep abreast of change management systems and processes by subscribing to diverse learning channels and participating in peer discussion platforms to enhance own knowledge for workplace application 17

18 Range of Application N/A It refers to the critical circumstances and contexts that the skill may be demonstrated. Version Control Version Date Changes Made Edited by LPM-CHG-501C-0 1-Sep-16 Initial Version WDA 18

19 Skill Category Communications Skill Code BM-COM-502E-1 Skill Sub-Category N/A Skill Establish and Maintain Strategic Business Partner Relationships Skill Description This skill describes the ability to establish and maintain strategic business partner relationships. It includes identifying strategic business partners, evaluating their contributions towards organisational objectives, developing action plans to enhance relationships as well as reviewing the quality of relationships with strategic business partners. Knowledge and Analysis It refers to gathering, cognitive processing, integration and inspection of facts and information required to and activities. The ability to understand: Strategic business partners and their issues of interest Ways that organisation s strategic business partners may contribute to its strategic objectives Contributions made by strategic business partners Agreements between organisation and strategic business partners Legal, regulatory, ethical and socio-cultural considerations related to maintaining strategic business partner relationships Application and Adaptation and activities required of the occupation, and the ability to react to and manage the changes at work. Identify strategic business partners who may contribute to organisational strategies and objectives to establish and maintain business relationships Evaluate strategic business partners contributions to achieving organisational strategies and objectives to determine action plans to enhance business relationships Develop action plans to enhance relationships with strategic business partners 19

20 Innovation and Value Creation generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals. Review quality of professional relationships with strategic business partners to identify areas for improvement Social Intelligence and Ethics use affective factors in leadership, relationship and diversity management guided by professional codes of ethics. Sustain professional relationships with strategic business partners to support organisational strategies and objectives Learning to Learn develop and improve one s self within and outside of one s area of work. Engage in self-reflection to identify new platforms which offer opportunities to establish strategic business relationships with potential partners to support organisational objectives Range of Application It refers to the critical circumstances and contexts that the skill may be demonstrated. Legal, regulatory, ethical and socio-cultural constraints related to maintaining strategic business partner relationships may include: Relevant legislation Codes of practice Business ethics Policies and guidelines Social responsibilities Cultural and societal expectations and influences 20

21 Version Control Version Date Changes Made Edited by BM-COM-502E-1 12-Oct-16 Initial Version SSG 21

22 Skill Category Communications Skill Code BM-COM-505E-1 Skill Sub-Category N/A Skill Resolve Conflicts with Stakeholders Skill Description This skill describes the ability to resolve conflicts with stakeholders to reach mutually agreed outcomes. It includes identifying and assessing conflict situations, selecting, evaluating and implementing conflict resolution approaches and evaluating outcomes to determine learning points. Knowledge and Analysis It refers to gathering, cognitive processing, integration and inspection of facts and information required to and activities. The ability to understand: Signs of conflict Stages of conflicts Causes of conflict Communication techniques Conflict resolution techniques Legal, regulatory, ethical and socio-cultural constraints related to conflict resolution Application and Adaptation and activities required of the occupation, and the ability to react to and manage the changes at work. Identify and assess potential conflict situations in accordance with organisational policies and procedures to determine nature of conflict Select and evaluate conflict resolution approaches in accordance with organisational policies and procedures to support desired outcomes 22

23 Innovation and Value Creation generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals. Implement conflict resolution approaches to reach mutual agreed outcomes Social Intelligence and Ethics use affective factors in leadership, relationship and diversity management guided by professional codes of ethics. Demonstrate openness and willingness to embrace different perspectives during conflict resolution to maintain relationships and achieve desired outcomes Learning to Learn develop and improve one s self within and outside of one s area of work. Evaluate outcomes to determine learning points for future conflict situations Range of Application It refers to the critical circumstances and contexts that the skill may be demonstrated. Legal, regulatory, ethical and socio-cultural constraints related to conflict resolution may include: Relevant legislation Codes of practice Business ethics Policies and guidelines Social responsibilities Cultural and societal expectations and influences 23

24 Version Control Version Date Changes Made Edited by BM-COM-505E-1 12-Oct-16 Initial Version SSG 24

25 Skill Category Customer Experience Skill Code SVCF-CS-402C-1 Skill Sub-Category N/A Skill Develop Service Recovery Framework Skill Description This skill describes the ability to develop a service recovery framework. It also includes analysing service challenges to ascertain service delivery gaps, developing a service recovery framework, cascading the service recovery procedures to staff and evaluating the impact of the strategies. Knowledge and Analysis It refers to gathering, cognitive processing, integration and inspection of facts and information required to and activities. The ability to understand: Sources of information on service challenges Methods to analyse service challenges Components of a service recovery framework Methods to cascade service recovery policies and procedures to stakeholders Criteria to evaluate effectiveness of service recovery framework Application and Adaptation and activities required of the occupation, and the ability to react to and manage the changes at work. Analyse service challenges to ascertain service delivery gaps Analyse data on service challenges with organisation s key performance indicators and industry benchmarks to ascertain gaps Develop service recovery framework to address service delivery gaps Incorporate service recovery framework in employee handbooks and as part of service team s orientation programme 25

26 Innovation and Value Creation generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals. Evaluate the effectiveness of service recovery strategies to improve strategies Social Intelligence and Ethics use affective factors in leadership, relationship and diversity management guided by professional codes of ethics. Cascade service recovery framework to stakeholders Communicate service recovery framework to service team Conduct focus group discussions with service team to solicit feedback on service challenges Learning to Learn develop and improve one s self within and outside of one s area of work. Review best practices in service recovery to benchmark organisation s framework 26

27 Range of Application It refers to the critical circumstances and contexts that the skill may be demonstrated. A service recovery framework consists of organisational strategies, policies and procedures, and guidelines to manage and respond to service challenges. Effective service recovery occurs when an organisation is able to solve a service challenge, make restitution, or regain trust following a breakdown in service delivery. Components of service recovery framework must include: Organisation s guidelines, which must include: o Organisation s vision, mission and values o Service vision o Service brand o Service standards Service recovery strategies which must include: o Understanding the customers needs and expectations and its impact on the organisation o Being aware of potential service challenges that might occur during service delivery o Implementing clear escalation paths and decision-making processes for the resolution of service challenges o Empowering front-line employees to make decisions within their limits of authority o Introducing compensation framework for customer compensation Service recovery procedures which must include: o Listening to the customer to identify the cause of the service challenge o Using verbal and non-verbal communication to address service challenge o Apologising to the customer immediately o Taking immediate action to resolve the situation o Showing empathy o Conducting follow-up with customer o Working towards mutually acceptable resolutions to escalated service challenges Feedback channels for customers Service quality and customer satisfaction measures to analyse service challenges 27

28 Version Control Version Date Changes Made Edited by SVCF-CS-402C-1 1-Sep-16 Initial Version WDA 28

29 Skill Category Customer Experience Skill Code SVCF-CS-501C-1 Skill Sub-Category N/A Skill Drive Customer Loyalty for Service Excellence Skill Description This skill describes the ability to enhance customer loyalty. It also includes developing customer loyalty strategies, evaluating the impact of the strategies and recommending changes to service operations plans that may have an impact on customer loyalty. Knowledge and Analysis It refers to gathering, cognitive processing, integration and inspection of facts and information required to and activities. The ability to understand: Customer loyalty strategies Strategies to improve customer loyalty Components of customer loyalty strategy Steps to design and implement customer loyalty strategy Criteria to evaluate impact of customer loyalty strategies Organisation s policies, procedures and guidelines addressing customer loyalty Application and Adaptation and activities required of the occupation, and the ability to react to and manage the changes at work. Develop strategies to improve customer loyalty Evaluate impact of customer loyalty strategies to ascertain its effectiveness 29

30 Innovation and Value Creation generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals. Refine workflow processes and standard operating procedures for service delivery to enhance organisation s effectiveness Social Intelligence and Ethics N/A use affective factors in leadership, relationship and diversity management guided by professional codes of ethics. Learning to Learn develop and improve one s self within and outside of one s area of work. Keep abreast of best practices in customer loyalty strategies through industry platforms 30

31 Range of Application It refers to the critical circumstances and contexts that the skill may be demonstrated. Steps to design and implement a customer loyalty strategy must include the following: Identifying key customer interaction points Understanding the customer needs and expectations of customer using tools or programmes such as Voice of Customer Identifying desired business outcomes Identifying key profitability drivers Designing an integrated marketing strategy Defining loyalty analytics requirements Designing the incentive structure Defining service partners strategy Choosing appropriate output technologies A service operations plan is a roadmap for an organisation that charts out the key organisational functions and resources which are required in order to meet, or exceed, the expectations of customers. An organisation s service brand is the way an organization seeks to identify itself. Service brands : Add depth and value to an organisation s product offerings Display publicly the organisation s culture and values Version Control Version Date Changes Made Edited by SVCF-CS-501C-1 1-Sep-16 Initial Version WDA 31

32 Skill Category Finance Skill Code BM-FIN-503E-1 Skill Sub-Category N/A Skill Develop and Establish Financial Budget and Plans Skill Description This skill describes the ability to develop financial plans and budgets in line with the organisational strategies. It also includes formulating and reviewing financial plans, reviewing and monitoring budgets and presenting findings and recommendations to relevant stakeholders for review. Knowledge and Analysis It refers to gathering, cognitive processing, integration and inspection of facts and information required to and activities. The ability to understand: Types of financial milestones and performance indicators Methods of identifying factors that may impact financial plans or budgets Assumptions and parameters of financial forecasts Means of communication of budget plans Stakeholders to discuss and negotiate cost allocation and targets with Significant issues pertaining to budgets Application and Adaptation and activities required of the occupation, and the ability to react to and manage the changes at work. Determine short and long-term financial needs to assess current financial situation Formulate financial plans aligned to overall organisational strategies to guide budget preparation Establish allocation of resources to meet organisational financial plans Review financial forecasts to anticipate changes in circumstances Review draft budgets in accordance with organisational guidelines to ensure currency Report findings, recommendations and options to relevant stakeholders for review in accordance with organisational policies 32

33 Innovation and Value Creation generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals. Monitor and evaluate actual figures against budgets to identify and address variances Social Intelligence and Ethics use affective factors in leadership, relationship and diversity management guided by professional codes of ethics. Adhere to organisational and professional code of conduct, values and ethics when developing and establishing financial budgets and plans to ensure fair and accurate reporting Learning to Learn develop and improve one s self within and outside of one s area of work. Keep abreast of internal and external factors to determine impact on budget preparation and required response by subscribing to diverse information channels and participating in discussion platforms with supervisors and peers Range of Application N/A It refers to the critical circumstances and contexts that the skill may be demonstrated. 33

34 Version Control Version Date Changes Made Edited by BM-FIN-503E-1 1-Sep-16 Initial Version WDA 34

35 Skill Category Information and Results Skill Code SVCF-IR-501C-1 Skill Sub-Category N/A Skill Drive Service Quality and Customer Satisfaction Skill Description This skill describes the ability to assess the service quality and customer satisfaction levels within an organisation. It also includes identifying relevant benchmark criteria and key performance indicators to monitor and manage customer information for service excellence. Knowledge and Analysis It refers to gathering, cognitive processing, integration and inspection of facts and information required to and activities. The ability to understand: Components of service quality and customer satisfaction framework Types of benchmarking criteria and key performance indicators to evaluate service quality and customer satisfaction Types of improvements in service quality and customer satisfaction Methods for communicating service quality and customer satisfaction performance to stakeholders Application and Adaptation and activities required of the occupation, and the ability to react to and manage the changes at work. Develop service quality and customer satisfaction framework in accordance with organisation s business strategy Identify strategic needs and priorities of the organisation to develop the organisation s key performance indicators in service quality and customer satisfaction 35

36 Innovation and Value Creation generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals. Recommend improvements to address service performance gaps Social Intelligence and Ethics use affective factors in leadership, relationship and diversity management guided by professional codes of ethics. Communicate service quality and customer satisfaction performance to stakeholders Learning to Learn develop and improve one s self within and outside of one s area of work. Keep abreast of competitor s service quality and customer satisfaction through industry platforms and forums and by subscribing to data reports Share service performance gaps to enhance team s learning and to bridge service performance gaps 36

37 Range of Application It refers to the critical circumstances and contexts that the skill may be demonstrated. A service quality and customer satisfaction framework must include: Process of assessing service quality and customer satisfaction Establishing data collection methods Benchmarks to assess service quality and customer satisfaction through methods such as: o Internal benchmarking: comparing one function with that of another function o Competitive benchmarking: comparing with competitors who are considered best in class or world class o Functional benchmarking: comparing processes to companies with similar processes (could be outside the organisation s industry) o Generic benchmarking: finding organisations with best in class (or world class if applicable) processes from which lessons could be learned and translated into the organisation Frequency of monitoring service quality and customer satisfaction such as: o Monthly o Quarterly o Half yearly o Yearly Benchmarking is a method of organisational improvement that involves continuous, systematic evaluation (and understanding) of the products, services and processes of organisations that are recognised as representing best practice. Indicators typically used to measure service excellence can be categorised into service quality measurements as well as customer satisfaction measurements. Service quality measurements must include: Service response time Customer retention rate, volume of repeat orders Service recovery rate / turnaround time Mystery audits Issue resolution rate Turnaround time for resolving issues SERVQUAL dimensions that should include: o Tangibles o Reliability o Responsiveness 37

38 o Assurance o Empathy Customer satisfaction measurements must include: Customer satisfaction levels number and/or frequency of customer complaints and/or compliments, intensity (subjective) of customer complaints Customer equity Customer assets Customer retention Perceived quality Perceived reliability Extent of customer needs fulfilled 38

39 Version Control Version Date Changes Made Edited by SVCF-IR-501C-1 1-Sep-16 Initial Version WDA 39

40 Skill Category Innovation Skill Code SVCF-SI-501C-1 Skill Sub-Category N/A Skill Champion Service Innovation Skill Description This skill describes the ability to champion a service innovation culture within the organisation. It also includes establishing a service innovation strategy to provide directions that initiate the development of operating systems, policies and processes to support service excellence and innovation and evaluating the service innovation strategy and its impact on the organisation s internal and external key performance indicators. Knowledge and Analysis It refers to gathering, cognitive processing, integration and inspection of facts and information required to and activities. The ability to understand: Organisation s vision, mission and values Components of a service innovation framework Components of innovation audit Methods to establish a service innovation culture Methods to evaluate service innovation framework Application and Adaptation and activities required of the occupation, and the ability to react to and manage the changes at work. Develop a service innovation framework that is in line with the organisation s vision, mission and values Conduct innovation audit to gather data on newly proposed or implemented service plans against established benchmarks Evaluate service innovation framework to analyse impact on organisation s key performance indicators 40

41 Innovation and Value Creation generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals. Identify and validate service innovation processes and procedures that best suit the organisation Social Intelligence and Ethics use affective factors in leadership, relationship and diversity management guided by professional codes of ethics. Solicit feedback from customers on implemented service innovation ideas Establish a culture that promotes service innovation Learning to Learn develop and improve one s self within and outside of one s area of work. Review service innovation practices within and across industries through industry networks to update own knowledge of latest practices Share industry leading practices and research on service innovation with staff Range of Application It refers to the critical circumstances and contexts that the skill may be demonstrated. Service innovation is defined as changes in the product or service offering that is aimed at transforming the customer s experience. Types of service innovation must include: Products People Place Processes 41

42 A service innovation framework is defined as the established structure within an organisation for development of new or significantly improved service concept that is to be taken into practice. Components of service innovation framework must include: Process of idea generation Process and procedures for communicating ideas Evaluation criteria for service innovation ideas generated Process and procedures for implementing service innovation Process and procedures for evaluating implemented service innovation ideas Evaluation criteria for service innovation ideas implemented Methods to champion service innovation throughout the organisation Methods to establish a service innovation culture must include: Defining the service innovation culture and putting it in writing Integrating the envisioned culture within the orientation and training process of service staff Implementing staff award systems to encourage service innovation ideas Creating an environment of creativity and intellectual satisfaction Highlighting real life examples of how service staff have embodied the service culture Removing constraints from people by sharing knowledge and the decision-making process with staff Implementing communication channels to share ideas and discuss potential innovation opportunities Version Control Version Date Changes Made Edited by SVCF-SI-501C-1 1-Sep-16 Initial Version WDA 42

43 Skill Category Leadership Skill Code LPM-VIS-501C-0 Skill Sub-Category N/A Skill Lead Managers to Develop Organisational and Governance Strategies Skill Description Knowledge and Analysis It refers to gathering, cognitive processing, integration and inspection of facts and information required to and activities. This skill describes the ability to lead managers to develop organisational strategies and review corporate governance management to meet organisational needs. It also includes modelling of leadership and providing direction and guidance to line managers. The ability to understand: The relationship between high level organisational strategy and the development and implementation of business plans and processes at lower levels within the organisation The relationship between high level organisational strategy and the development and implementation of business systems and processes to support corporate governance and social responsibility requirements Legal and ethical considerations relating to organisational strategy development, corporate governance and social responsibility Organisational policies and procedures relating to organisational strategy development, corporate governance, social responsibility management and organisational expectations and performance of managers Relevant professional or industry codes of practice and standards relating to corporate governance, social responsibility, and leadership roles Implications and impact on employees and the organisation arising from organisational strategic planning process and corporate governance management process 43

44 Application and Adaptation and activities required of the occupation, and the ability to react to and manage the changes at work. Research and report on trends and factors of strategic value to the organisation or business unit to support strategic planning Consult with stakeholders to define mission and objectives for the organisation or business unit to support strategic planning Facilitate management team involvement in the development of organisational or business unit strategies to ensure alignment to business goals Communicate organisation s corporate governance and social responsibility requirements to facilitate organisational compliance Engage employees to guide the implementation of organisational plans to achieve business goals Model leadership and behaviours to demonstrate application of organisational values, behaviours and governance priorities in all actions Innovation and Value Creation generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals. Review systems and processes to identify required changes to improve compliance management on corporate governance and social responsibility requirements Social Intelligence and Ethics use affective factors in leadership, relationship and diversity management guided by professional codes of ethics. Communicate clear, inspiring organisational goals, strategies and plans to garner stakeholder support and buy-in Apply emotional intelligence to guide own thinking and actions and to influence and persuade stakeholders towards the achievement of business goals 44

45 Learning to Learn develop and improve one s self within and outside of one s area of work. Engage in regular self-reflection to identify own areas for improvement in leading strategic planning Improve own strategic planning skills by subscribing to diverse learning channels and participating in peer discussion platforms to enhance workplace performance Range of Application N/A It refers to the critical circumstances and contexts that the skill may be demonstrated. Version Control Version Date Changes Made Edited by LPM-VIS-501C-0 1-Sep-16 Initial Version WDA 45

46 Skill Code LPM-RLT-501C-0 Skill Category Skill Sub-Category People and Relationship Management N/A Skill Foster Business Relationships and Organisational Diversity Skill Description This skill describes the ability to develop effective working relationships and networks to provide strategic value to the organisation. It also includes developing and maintaining business and professional networks and encouraging workforce diversity and cooperation through strategies and conflict management. Knowledge and Analysis It refers to gathering, cognitive processing, integration and inspection of facts and information required to and activities. The ability to understand: Legal and ethical considerations relating to organisational participation in networking and opportunities for collaboration, workplace diversity and conflict management Organisational policies and procedures relating to business networking, organisational diversity and conflict management Relevant professional or industry codes of practice and standards for managing organisational diversity and business networking Relevant professional or industry codes of practice and standards relating to business networking Relevant local, regional and international networks Common barriers to developing a diverse and cooperative workplace Application and Adaptation and activities required of the occupation, and the ability to react to and manage the changes at work. Identify and prioritise networks which may provide strategic value to the organisation or the individuals to facilitate networking decisions Identify and review the constraints that may affect participation in networks to develop appropriate responses Pursue collaborative opportunities to support mutually beneficial outcomes Develop strategies to support diversity and cooperation at all levels of the organisation Identify sources of conflict and negotiate issues to reach acceptable outcomes 46

47 Innovation and Value Creation generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals. Review the effectiveness of conflict management strategies and take action to prevent recurrence of conflict Social Intelligence and Ethics use affective factors in leadership, relationship and diversity management guided by professional codes of ethics. Manage relationships to achieve cross-cultural cooperation and positive outcomes for individuals, teams and the organisation Support individuals to attain respect and address instances of unfairness or discrimination to promote a positive working environment Adjust interpersonal style and respond appropriately to emotional cues when interacting with others to meet the requirements of the social and cultural business context Learning to Learn develop and improve one s self within and outside of one s area of work. Keep abreast of organisational diversity management strategies by subscribing to diverse learning channels and participating in peer discussion platforms to enhance own knowledge for workplace application Range of Application N/A It refers to the critical circumstances and contexts that the skill may be demonstrated. 47

48 Version Control Version Date Changes Made Edited by LPM-RLT-501C-0 1-Sep-16 Initial Version WDA 48

49 Skill Code SVCF-PP-501C-1 Skill Category People and Relationship Management Skill Sub-Category N/A Skill Strategise Workforce for Service Excellence Skill Description This skill describes the ability to manage the service workforce within the organisation. It also includes establishing the organisation s talent management strategy for the service workforce, developing strategies to enhance productivity and engage staff. Knowledge and Analysis It refers to gathering, cognitive processing, integration and inspection of facts and information required to and activities. The ability to understand: Components of talent management strategy Methods for enhancing productivity of workforce Criteria for reviewing talent management strategy Communication channels Application and Adaptation and activities required of the occupation, and the ability to react to and manage the changes at work. Establish talent management strategy which is aligned with the organisation s vision, mission and values to achieve service excellence Formalise reward and recognition strategies to reward staff in areas of service excellence 49

50 Innovation and Value Creation generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals. Establish strategies to enhance productivity of service workforce Review talent management strategy to meet the diverse and changing needs of the organisation Social Intelligence and Ethics use affective factors in leadership, relationship and diversity management guided by professional codes of ethics. Communicate to staff the organisation s key performance indicators and the importance of their contribution to the organisation s vision, mission and values Learning to Learn develop and improve one s self within and outside of one s area of work. Enhance own knowledge in the area of reward and recognition strategies by engaging in best practice sharing forums 50

51 Range of Application It refers to the critical circumstances and contexts that the skill may be demonstrated. Components of talent management strategy to manage the service workforce must include: Manpower resource planning, which must include identifying: o Workforce resources required based on future service/product lines, anticipated organisation growth rate and customer demand o Competency needs of workforce identified for job roles o Training needs of employees Recruitment strategy which must include: o Sources of workforce which must include part-time, older workers, workers on flexi-hour arrangements, etc. o Sourcing strategies, e.g. employment agencies, advertisements, etc. Learning and development management, which must include: o Developing training roadmap o Conducting training o Tracking the outcome of training Staff performance management, which must include: o Developing key performance indicators for staff performance o Providing continuous training and feedback during service delivery o Providing promotional or career development support and guidance to service workforce Staff rewards and recognition management, which must include: o Establishing criteria for rewarding staff s performance o Policies and procedures on execution of staff rewards and recognition programmes Staff engagement strategies, which must include: o Updating staff on organisation s initiatives through newsletters, townhall meetings, etc. o Establishing feedback channels to collate staff feedback o Implementing projects which energise or inspire staff, e.g. corporate social responsibility projects 51