SKILLS FRAMEWORK FOR FOOD SERVICES SKILL STANDARD SERVICE SUPERVISOR (F&B SUPERVISOR / FLOOR MANAGER / SHIFT MANAGER / HEAD WAITER)

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1 Occupation: Service Supervisor (F&B Supervisor / Floor Manager / Shift Manager / Head Waiter) Occupation Description: The Service Supervisor (F&B Supervisor/Floor Manager/Head Waiter) leads and ensures service standards, food hygiene and safety standards are upheld by the team on each shift. His/Her role includes planning and preparing staff duty rosters and off-day scheduling, providing on-the-job training for staff, and handling work-related problems and resolves them in a positive and professional way. When required, he oversees reservations and assigning work stations to staff. He also performs administrative tasks such as managing payroll and writing budgets. He should possess good communication skills, be able to interact well with his staff and customers with the diplomacy to defuse anger, collect accurate information and to resolve problems. 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. 1

2 The skills expected of the Group Beverage Manager are summarised as below: Skill Category Skill Analytical, Conceptual and Evaluative 1. Solve Problems and Make Decisions at Managerial Level Business Continuity Management 2. Execute Crisis Management Plans Business Negotiation 3. Apply Basic Negotiation Skills and Techniques Communications 4. Articulate and Discuss Ideas Food and Beverage Service 5. Coordinate Food and Beverage Service 6. Provide Quality Control for Service 7. Supervise Bar Service Information and Results 8. Manage Service Performance Innovation 9. Manage Productivity Improvements 2

3 Leadership 10. Role Model the Service Vision People and Relationship Management 11. Coach for Service Performance 12. Develop a Work Team 13. Lead Workplace Communication and Engagement 14. Manage a Diverse Service Environment 15. Supervise, Motivate and Empower Staff People Development 16. Conduct Orientation and Training Personal Management and Development 17. Develop Self to Maintain Professional Competence at Supervisory Level Planning and Implementation 18. Maintain Inventories 19. Manage Operations for Service Excellence Quality 20. Manage Quality System and Processes Sales and Marketing 21. Maintain Displays Site/Outlet and Equipment Management 22. Implement Site/Outlet and Equipment Maintenance Plans 3

4 Workplace Safety and Health 23. Manage Workplace Safety and Health System Workplace Safety and Hygiene 24. Conduct Food and Beverage Hygiene Audit 4

5 Skill Code ES-ACE-402G-1 Skill Category Analytical, Conceptual and Evaluative Skill Sub-Category N/A Skill Solve Problems and Make Decisions at Managerial Level Skill Description This skill describes the ability to examine the causes of performance deficiency and its impact on an organisation. It also includes managing team dynamics to identify and address performance deficiency. Knowledge and Analysis It refers to gathering, cognitive processing, integration and inspection of facts and information required to perform the work tasks and activities. The ability to understand: Advantages and disadvantages of the various methods to collect relevant and current information on organisational performance standards and quality control policies Sources of information to identify performance deficiency Advantages and disadvantages of the various methods to identify performance deficiency Types of analytical tools and techniques and their application in the problem- solving and decision-making process Principles of group dynamics and teamwork and techniques to manage team dynamics Types of decision-making models for arriving at the preferred solution and their features Factors affecting the effectiveness of an implementation plan Tools and techniques to identify performance deficiency or cause of failure in implemented solution and implementation plan and their features Advantages and disadvantages of various ways to formalise implemented solution as part of current Standard Operating Procedures (SOPs) Organisational procedures for amending and disseminating SOPs 5

6 Application and Adaptation perform the work tasks and activities required of the occupation, and the ability to react to and manage the changes at work. Collect relevant and current information on organisational performance standards and quality control policies Identify the types of performance deficiency and examine the causes and their impact on organisation-related aspects Identify the root causes of the problems with team members using appropriate group facilitation techniques Determine a preferred solution using appropriate methods and draw up an implementation plan to implement the solution at the workplace Formalise implemented solution as part of the organisation s current standard operating procedures Evaluate the effectiveness of the implemented solution and implementation plan using appropriate techniques and criteria Innovation and Value Creation generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals. Generate creative ideas using appropriate idea generation and group facilitation techniques Shortlist the most viable ideas based on a set of pertinent criteria using appropriate problem-solving and decision-making techniques and tools Evaluate the impact of shortlisted ideas using appropriate problem-solving and decision-making techniques and tools Develop a corrective action plan for any shortfalls identified in the implemented solution and conduct a follow-up review of modifications made Social Intelligence and Ethics 6

7 use affective factors in leadership, relationship and diversity management guided by professional codes of ethics. Manage team dynamics and differing opinions through the use of conflict management techniques Learning to Learn develop and improve one s self within and outside of one s area of work. Reflect on own strengths and weaknesses and its impact in solving problems and making decisions 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 ES-ACE-402G-1 1-Sep-16 Initial Version WDA 7

8 Skill Code BM-BCM-304E-1 Skill Category Skill Sub-Category Business Continuity Management N/A Skill Execute Crisis Management Plan Skill Description This skill describes the ability to execute crisis management plan. It also includes coordinating crisis response and recovery activities, executing individual roles during disruptive events and validating crisis management plan. Knowledge and Analysis It refers to gathering, cognitive processing, integration and inspection of facts and information required to perform the work tasks and activities. The ability to understand: Crisis management plan, including crisis response and recovery activities Critical business functions Business continuity plans Emergency control exercises Application and Adaptation perform the work tasks and activities required of the occupation, and the ability to react to and manage the changes at work. Assist in the coordination and integration of crisis response and recovery activities in accordance with recovery and business continuity plans to respond to disruptive events Execute individual roles within the crisis management plan to respond to disruptive events 8

9 Innovation and Value Creation generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals. Participate in the organisation s emergency control exercises to validate and make improvements to the crisis management plan to ensure organisational readiness Social Intelligence and Ethics use affective factors in leadership, relationship and diversity management guided by professional codes of ethics. Manage own emotions to maintain composure and display selfconfidence and resilience when dealing with challenges in a crisis situation Respond appropriately to negative emotional cues of organisation members during a crisis situation to provide reassurance Learning to Learn develop and improve one s self within and outside of one s area of work. Augment own knowledge on crisis management by subscribing to diverse learning channels to ensure continuous learning 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-304E-1 1 September 2016 Initial Version WDA 10

11 Skill Category Business Negotiation Skill Code BM-BN-301E-1 Skill Sub-Category N/A Skill Apply Basic Negotiation Skills and Techniques Skill Description This skill describes the ability to apply basic negotiation skills and techniques to achieve organisation s desired position in a negotiation. It also includes identifying negotiation outcomes and responsibilities, preparing background information and documenting negotiation. Knowledge and Analysis It refers to gathering, cognitive processing, integration and inspection of facts and information required to perform the work tasks and activities. The ability to understand: Negotiation objectives Context of negotiation Social and cultural differences which may affect negotiations Interpersonal skills Communication and conflict resolution techniques Relevant precedents Components of minutes Application and Adaptation perform the work tasks and activities required of the occupation, and the ability to react to and manage the changes at work. Identify negotiation outcomes in commercial situations to establish organisation s desired position in the negotiation Identify roles and responsibilities needed to support negotiation objectives Prepare relevant background information to understand other parties position Use negotiation processes and techniques to assist in achieving desired negotiation outcomes Record negotiations for evaluation and documentation purposes 11

12 Innovation and Value Creation generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals. Identify opportunities to strive for negotiation outcomes to add value to the organisation Social Intelligence and Ethics use affective factors in leadership, relationship and diversity management guided by professional codes of ethics. Manage self to maintain composure and self-confidence when conducting negotiations Learning to Learn develop and improve one s self within and outside of one s area of work. Engage in self-reflection to identify own areas for improvement in negotiation techniques Improve own negotiation techniques by subscribing to learning channels and participating in review platforms with supervisors and peers to enhance own negotiation skills 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-BN-301E-1 1 September 2016 Initial Version WDA 13

14 Skill Category Communications Skill Code BM-COM-404E-1 Skill Sub-Category N/A Skill Articulate and Discuss Ideas Skill Description This skill describes the ability to articulate and discuss ideas. It includes selecting, reviewing and refining approaches to communicate ideas, identifying and implementing specific ways to encourage responses, substantiating and challenging viewpoints, as well as exchanging ideas to reach intended outcomes. Knowledge and Analysis It refers to gathering, cognitive processing, integration and inspection of facts and information required to perform the work tasks and activities. The ability to understand: Factors to consider when selecting best approaches to communicate ideas Modes of communication Techniques of engaging others Application and Adaptation perform the work tasks and activities required of the occupation, and the ability to react to and manage the changes at work. Select appropriate approaches to communicate ideas in an effective manner to achieve intended outcomes Identify and implement specific ways to encourage responses from communicating parties Substantiate or challenge viewpoints using a logical approach to achieve intended outcomes Exchange ideas until outcomes are reached to ensure agreement from communicating parties 14

15 Innovation and Value Creation generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals. Review and refine approaches to communicate ideas to improve communication process and outcomes 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 articulating and discussing ideas to ensure individual views are acknowledged and addressed Learning to Learn develop and improve one s self within and outside of one s area of work. Engage in self-reflection to identify areas for improvement in own ability to articulate and discuss ideas Improve own ability to articulate and discuss ideas by subscribing to diverse learning channels and participating in review platforms with peers and supervisors to ensure continuous learning Range of Application N/A It refers to the critical circumstances and contexts that the skill may be demonstrated. 15

16 Version Control Version Date Changes Made Edited by BM-COM-404E-1 4 August 2017 Initial Version SSG 16

17 Skill Code FSS-FBS Skill Category Food and Beverage Service Skill Sub-Category Skill Coordinate Food and Beverage Service Skill Description This skill describes the ability to implement service standards, food and beverage hygiene and safety guidelines, staff scheduling and supervise food and beverage service teams Knowledge and Analysis It refers to gathering, cognitive processing, integration and inspection of facts and information required to perform the work tasks and activities. The ability to understand: Service standards of the organisation Techniques of coaching, mentoring and giving feedback Methods to maintain food hygiene standards Maintenance of workplace hygiene and impact on foodborne illness Implications and definitions of contamination and crosscontamination Process of conducting on-the-job trainings for staff Considerations for handling high-risk foods Strategies and conditions to apply different service styles (e.g. plate, platter, family, take-away) Importance of menu knowledge including preparation methods and ingredients Application and Adaptation perform the work tasks and activities required of the occupation, and the ability to react to and manage the changes at work. Implement service standards within the organisation Take corrective actions of guest dissatisfaction events Provide feedback for changes to service standards and provide inputs for ongoing changes to outlet procedures Schedule and complete scheduling documentations based on operational needs Ensure safety and hygiene of final products, and working place Identify signs of pest infestations and carry out follow-up actions Ensure outlet cleanliness and appearance is maintained Train, coach and mentor staff on service, safety and hygiene standards in accordance with organisational procedures and recipes, food and Workplace Safety and Health requirements 17

18 Innovation and Value Creation generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals. Identify areas of improvement in processes Social Intelligence and Ethics use affective factors in leadership, relationship and diversity management guided by professional codes of ethics. Monitoring organisational compliance with food handling legislative requirements to meet quality standards Ensure good rapport with customers and internal stakeholders Develop and maintain relationships by showing trust, respect and support towards co-workers and/or supervisor in daily activities to achieve organisational objectives Exhibit and ensure that team members demonstrate integrity and ethical behaviour at the workplace Learning to Learn develop and improve one s self within and outside of one s area of work. Identify gaps in learning and select approach to close the learning gap and improve on quality of task assigned Provides feedback to co-worker and/or supervisor in a considerate and constructive manner Keep up to date on industry trends in the food and beverage sector Identify available opportunities to learn from co-worker and/or supervisor for ownself and suggest opportunities for subordinates Ensure that others understand and apply the brand standards Be a role model for subordinates to adopt the brand standards Develop SOPs which ensure consistency in work output Monitor others to ensure that consistency is maintained in their work output Range of Application Food safety and health requirements must include: National Environment Agency (NEA) environmental Public Health (Food Hygiene) Regulations 18

19 It refers to the critical circumstances and contexts that the skill may be demonstrated. Workplace Safety and Health Regulations under the WSH Act 2006 and all updates and current policies Hazard Analysis and Critical Control Points management system (HACCP) Relevant food regulations under the Agri-Food and Veterinary Authority of Singapore (AVA) (e.g. Sale of Food Act) Liquor Control (Supply and Consumption) Act 2015 Version Control Version Date Changes Made Edited by FSS-FBS August 2017 Initial Version SSG and SPRING Singapore 19

20 Skill Code FSS-FBS Skill Category Food and Beverage Service Skill Sub-Category N/A Skill Provide Quality Control for Service Skill Description This skill describes the ability to provide quality control for service. It also includes supervising opening of shifts, monitoring customer service, handling customer complaints, handling problem payments and supervising handovers and closing of shifts. Knowledge and Analysis It refers to gathering, cognitive processing, integration and inspection of facts and information required to perform the work tasks and activities. The ability to understand: Product knowledge, including menu items, ingredients and preparation techniques Quality standards and methods to maintain quality of par stock (e.g. linens) Service standards in the organisation Strategies and conditions to apply different service styles (plate, platter, family, take-away, etc.) Importance of performing table maintenance and meeting customers needs throughout meal Common reasons for customers dissatisfaction and how to handle them Importance of properly resolving customer complaints, to preserve brand image Appropriate authorities for resolving issues and complaints Functions of point of sales systems Documentation required for opening and closing shifts Staff job descriptions and levels of authority Methods to brief, coach and mentor staff Application and Adaptation perform the work tasks and activities required of the occupation, and the ability to react to Monitor customer service Handle customer complaints Handle payments and related issues Supervise opening and closing shifts and ensure completion of relevant documentation 20

21 and manage the changes at work. Coach and mentor staff appropriately on service, safety, grooming and attire, in accordance with organisational procedures and Workplace Safety and Health requirements Innovation and Value Creation generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals. Identify areas of improvement in quality control processes Social Intelligence and Ethics use affective factors in leadership, relationship and diversity management guided by professional codes of ethics. Monitor organisational compliance with food handling legislative requirements to meet quality standards Ensure good rapport with customers and internal stakeholders Develop and maintain relationships by showing trust, respect and support towards co-workers and/or supervisor in daily activities to achieve organisational objectives Exhibit and ensure that team members demonstrate integrity and ethical behaviour at the workplace Learning to Learn develop and improve one s self within and outside of one s area of work. Identify gaps in learning and select approach to close the learning gap and improve on quality of task assigned Provides feedback to co-worker and/or supervisor in a considerate and constructive manner Keep up to date on industry trends in the food and beverage sector Identify available opportunities to learn from co-worker and/or supervisor for ownself and suggest opportunities for subordinates Ensure that others understand and apply the brand standards Be a role model for subordinates to adopt the brand standards Develop SOPs which ensure consistency in work output 21

22 Monitor others to ensure that consistency is maintained in their work output Range of Application It refers to the critical circumstances and contexts that the skill may be demonstrated. Food safety and health requirements must include: National Environment Agency (NEA) Environmental Public Health (Food Hygiene) Regulations Workplace Safety and Health Regulations under the WSH Act Hazard Analysis and Critical Control Points management system (HACCP) Relevant food regulations under the Agri-Food and Veterinary Authority of Singapore (AVA) (e.g. Sale of Food Act) Version Control Version Date Changes Made Edited by FSS-FBS August 2017 Initial Version SSG and SPRING Singapore 22

23 Skill Code FSS-FBS Skill Category Food and Beverage Service Skill Sub-Category Beverage Skill Supervise Bar Service Skill Description This skill describes the ability preparie for operations, supervise service delivery and maintaining work areas at the bar. Knowledge and Analysis It refers to gathering, cognitive processing, integration and inspection of facts and information required to perform the work tasks and activities. The ability to understand: Types and uses of tools and equipment in a bar Job descriptions, levels of authority and duties required at the end of shift, in terms of operations Bar product knowledge Bar order processing Staff grooming and attire, and cleanliness of bar Types and methods to complete documentation related to bar services Appropriate storage conditions for food and beverages Par stock quality, quantity levels and methods of maintainance Methods to secure inventory Coaching, mentoring and leadership skills Selling techniques Bill issuance and verification Cost analysis methods Importance of having a 'hospitality first' mindset Various techniques and procedures to handle incidents and customers' complaints for different situations Application and Adaptation perform the work tasks and activities required of the occupation, and the ability to react to Supervise and conduct spot checks on beverage preparations and order delivery Monitor bar counters, bar inventory and requisitions Complete opening and ending shift duties and the documentation required 23

24 and manage the changes at work. Innovation and Value Creation generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals. Engage and communicate with staff Train, coach and mentor staff on product and service knowledge Handle and resolve customers complaints, in accordance with organisational procedures and recipes, food and Workplace Safety and Health requirements Identify areas of improvement in processes Social Intelligence and Ethics use affective factors in leadership, relationship and diversity management guided by professional codes of ethics. Monitor organisational compliance with food handling legislative requirements to meet quality standards Ensure good rapport with customers and internal stakeholders Develop and maintain relationships by showing trust, respect and support towards co-workers and/or supervisor in daily activities to achieve organisational objectives Exhibit and ensure that team members demonstrate integrity and ethical behaviour at the workplace Learning to Learn develop and improve one s self within and outside of one s area of work. Identify gaps in learning and select approach to close the learning gap and improve on quality of task assigned Provide feedback to co-worker and/or supervisor in a considerate and constructive manner Keep up to date on industry trends in the food and beverage sector Identify available opportunities to learn from co-worker and/or supervisor for ownself and suggest opportunities for subordinates Ensure that others understand and apply the brand standards 24

25 Be a role model for subordinates to adopt the brand standards Develop SOPs which ensure consistency in work output Monitor others to ensure that consistency is maintained in their work output Range of Application It refers to the critical circumstances and contexts that the skill may be demonstrated. Food safety and health requirements must include: National Environment Agency (NEA) Environmental Public Health (Food Hygiene) Regulations Workplace Safety and Health Regulations under the WSH Act Hazard Analysis and Critical Control Points management system (HACCP) Relevant food regulations under the Agri-Food and Veterinary Authority of Singapore (AVA) (e.g. Sale of Food Act) Version Control Version Date Changes Made Edited by FSS-FBS August 2017 Initial Version SSG and SPRING Singapore 25

26 Skill Code SVCF-IR-301C-1 Skill Category Skill Sub-Category Information and Results N/A Skill Manage Service Performance Skill Description This skill describes the ability to manage service quality and customer satisfaction in an organisation. This includes assessing service performance gaps, communicating and monitoring service performance levels. Knowledge and Analysis It refers to gathering, cognitive processing, integration and inspection of facts and information required to perform the work tasks and activities. The ability to understand: Importance of organisation s service standards Types of service performance gaps Methods to gather service performance data Methods to communicate the organisation s service performance to the team Platforms to motivate service team to uphold organisation service standards Methods to motivate team to achieve service excellence Methods to monitor effectiveness of actions taken Application and Adaptation 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. Gather data related to the organisation s service performance Analyse organisation s service performance data with organisation s service standards and industry performance data to ascertain performance gaps Monitor service performance levels for effectiveness of actions taken 26

27 Innovation and Value Creation It refers to the ability to generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals. Propose suggestions to address service performance gaps Social Intelligence and Ethics It refers to the ability to use affective factors in leadership, relationship and diversity management guided by professional codes of ethics. Communicate service performance levels to motivate team to achieve service excellence Learning to Learn It refers to the ability to develop and improve one s self within and outside of one s area of work. Range of Application It refers to the critical circumstances and contexts that the Use past mistakes as learning opportunities to motivate team to achieve service excellence Keep abreast of customer satisfaction by collecting customer feedback to maintain levels of service excellence An organisation s service standards may be defined as the commitment to a level of service performance that an organisation s customers can expect. This includes: Standards for customer enquiries which set out how customers may contact the organisation for queries, e.g. queries may be received by , telephone, mail or fax Standards for timeliness which indicate how long a customer should wait to be served, e.g. waiting times 27

28 skill may be demonstrated. Standards for accuracy which stipulate that information provided to customers should be up to date, free of errors, and complete Methods to collect service performance data may include: Interviews with customers Observations of service environment Surveys and feedback forms from customers Data from organisation s service performance monitoring systems comparing service performance data with organisation service standards Suggestions to address service performance gaps must include: Details of area of improvement Impact of non-improvement Suggestions for improvement Considerations for suggested improvement Possible impact of improvement on the organisation Methods to motivate service team to achieve service excellence may include: Addressing challenges faced by the team in upholding organisation s service standards Recognising individuals who consistently meet or exceed expectations Celebrating service team s success when organisation service standards are met or exceeded Inviting suggestions from team on how to close service gaps Coaching individuals to improve service performance Version Control Version Date Changes Made Edited by SVCF-IR-301E-1 1-Sep-16 Initial Version WDA 28

29 Skill Category Innovation Skill Code FSS-INO Skill Sub-Category N/A Skill Manage Productivity Improvements Skill Description This skill describes the ability to identify opportunities for productivity measurement and improvement at workplace. It also includes selecting and implementing relevant techniques and tools for productivity improvement and managing productivity at the workplace. Knowledge and Analysis It refers to gathering, cognitive processing, integration and inspection of facts and information required to perform the work tasks and activities. The ability to understand: Concept and definition of productivity Factors affecting productivity Productivity measurements and their uses in the organisation Barriers to productivity improvement Methods of describing and establishing productivity improvements Methods of overcoming barriers to productivity improvement Components and methods to collect and analyse productivity performance data Methods of implementing tools and techniques for productivity improvement Advantages and disadvantages of different tools and techniques for productivity improvement Roles of management in improving productivity Application and Adaptation perform the work tasks and activities required of the occupation, and the ability to react to and manage the changes at work. Define the concept of productivity in the organisation s context Identify opportunities to improve and measure productivity Develop business cases and proposals for new opportunities Identify barriers to productivity and ways to overcome them Establish systems to measure productivity Recognise impact of qualitative factors on productivity measurement Evaluate tools and techniques for productivity improvement 29

30 Implement productivity improvement processes and cost reduction strategies Monitor and analyse productivity performance data using analysis tools Report and recommend productivity improvements for endorsement in accordance with organisational procedures and recipes, food and Workplace Safety and Health requirements Innovation and Value Creation generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals. Analyse potential key areas (technical and/or business related) for process improvement and/or value creation to the organisation and suggest ways to adapt existing techniques drawing from personal experiences and feedback Generate ideas to create new products Social Intelligence and Ethics use affective factors in leadership, relationship and diversity management guided by professional codes of ethics. Aligning organisational compliance procedures and policies with food handling legislative requirements to meet quality standards Generate ideas to build and develop relationships with new and/or existing customers and internal and external stakeholders Act as a role model and inspire team by showing trust, respect and support towards co-workers and/or supervisor in daily activities to achieve organisational objectives Deal with ethical and/or professional issues and make judgement in accordance to organisation's current practice and/or guidelines Learning to Learn develop and improve one s self within and outside of one s area of work. Apply cognitive skills and/ or past experience to generate technical or business solutions in unfamiliar areas Coach others to overcome constraints at work Constantly update learning in relevant work area to adapt to changing environment Attempt to apply learnings from other areas of work 30

31 Be a brand ambassador and live the brand Provide recommendations on changes to brand standards to align with the evolving needs of the business and external environment Ensure that there are standard procedures in place and consistency in work output is maintained Range of Application It refers to the critical circumstances and contexts that the skill may be demonstrated. Food safety and health requirements must include: National Environment Agency (NEA) Environmental Public Health (Food Hygiene) Regulations Workplace Safety and Health Regulations under the WSH Act Hazard Analysis and Critical Control Points management system (HACCP) Relevant food regulations under the Agri-Food and Veterinary Authority of Singapore (AVA) (e.g. Sale of Food Act) Version Control Version Date Changes Made Edited by FSS-INO August 2017 Initial Version SSG and SPRING Singapore 31

32 Skill Category Leadership Skill Code SVCF-LS-301C-1 Skill Sub-Category N/A 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. Knowledge and Analysis It refers to gathering, cognitive processing, integration and inspection of facts and information required to perform the work tasks and activities. The ability to understand: 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 Application and Adaptation 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. 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 32

33 Innovation and Value Creation N/A It 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 It refers to the ability to use affective factors in leadership, relationship and diversity management guided by professional codes of ethics. Encourage team to deliver service in accordance with organisation guidelines Learning to Learn It refers to the ability to develop and improve one s self within and outside of one s area of work. Monitor performance of self and team to ensure consistency with the organisation s guidelines through customer feedback 33

34 Range of Application It refers to the critical circumstances and contexts that the skill may be demonstrated. 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. Version Control Version Date Changes Made Edited by SVCF-LS-301C-1 1 September 2016 Initial Version WDA 34

35 Skill Code SVCF-PP-301C-1 Skill Category People and Relationship Management Skill Sub-Category N/A Skill Coach for Service Performance Skill Description This 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. Knowledge and Analysis It refers to gathering, cognitive processing, integration and inspection of facts and information required to perform the work tasks and activities. The ability to understand: 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 Application and Adaptation 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. 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 35

36 Innovation and Value Creation N/A It 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 N/A It refers to the ability to use affective factors in leadership, relationship and diversity management guided by professional codes of ethics. Learning to Learn It refers to the ability to develop and improve one s self within and outside of one s area of work. Reflect on own coaching style to review the suitability and effectiveness in coaching individuals 36

37 Range of Application It refers to the critical circumstances and contexts that the skill may be demonstrated. 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 Version Control Version Date Changes Made Edited by SVCF-PP-301C-1 1 September 2016 Initial Version WDA 37

38 Skill Code ES-IP-402G-1 Skill Category People and Relationship Management Skill Sub-Category N/A Skill Develop a Work Team Skill Description This skill describes the ability to establish teams and allocate resources in achieving organisational goals. It also includes cultivating open communication for teamwork and evaluating the progress of the team. Knowledge and Analysis It refers to gathering, cognitive processing, integration and inspection of facts and information required to perform the work tasks and activities. Application and Adaptation 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. The ability to understand: Critical factors in building a high performance team Characteristics and impact of team synergy on team performance Techniques for team building and development Coaching process aligned to organisational vision and business goals Platforms and tools to create opportunities for team members to contribute ideas and skills Components of systems to recognise contributions of team members Implications of diversity issues on coaching Components of systems for development of staff Motivational theories related to rewards and recognition for staff Ways to determine trends in team performance Analyse the types of teams required and their value in achieving organisational goals Identify and elect work team members and align roles, responsibilities, objectives and expectations of the work team to organisational goals Delegate tasks and allocate resources to facilitate work team towards the achievement of goals and objectives, taking into consideration diversity issues 38

39 Evaluate impact of task and role delegation among team members on team synergy and make adjustments where necessary in accordance to criteria set Encourage teamwork and foster commitment and sense of ownership among team members based on team building and development techniques Assess the barriers to group interaction and communication and establish infrastructure to facilitate knowledge management and work team coaching which is aligned to organisational vision and business goals Innovation and Value Creation It refers to the ability to generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals. Monitor and evaluate team progress and performance in achievement of goals and objectives Social Intelligence and Ethics It refers to the ability to use affective factors in leadership, relationship and diversity management guided by professional codes of ethics. Communicate the roles, responsibilities, objectives and expectations to the work team and empower team members to accomplish them Communicate feedback to team using the most suitable means and data and provide recommendations to improve performance Recognise and reward team work and performance taking into consideration implications of diversity issues Learning to Learn It refers to the ability to develop and improve one s self within and outside of one s area of work. Seek feedback from peers and supervisors to improve own future performance 39

40 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 ES-IP-402G-1 1 September 2016 Initial Version WDA 40

41 Skill Code ES-IP-401G-1 Skill Category People and Relationship Management Skill Sub-Category N/A Skill Lead Workplace Communication and Engagement Skill Description This skill describes the ability to lead workplace communication through the implementation of communication strategies and mechanisms. It also includes using negotiation strategies to achieve organisational goals and win-win outcomes. Knowledge and Analysis 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 understand: Communication strategies, tools and methods associated with the various communication mechanisms to meet organisational goals and objectives and their features Types and dimensions of organisational culture and their characteristics Dimensions of conflict or dispute Desired goals to be achieved as a outcome of negotiation Motivations, priorities, interests and inclinations of stakeholders involved in a negotiation Importance of considering cultural factors and various diversity issues that affect the communication in a negotiation process Factors affecting the prioritising of goals and evaluation of possible trade-offs Steps to develop relevant details and supporting arguments for negotiation Negotiation styles and tactics for countering other party s style and their characteristics Sources of power, conflict and obstacles to a successful negotiation and their implications in a negotiation 41

42 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. Innovation and Value Creation It 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 It refers to the ability to use affective factors in leadership, relationship and diversity management guided by professional codes of ethics. Conduct research on best practices in workplace communication, evaluate their suitability for adoption and establish benchmarks for the organisation Develop communications plan to implement communication strategies and mechanisms to meet organisational goals and objectives Evaluate employees level of acceptance of organisation s vision, mission and core values and take corrective actions where needed Evaluate effectiveness of communication strategies and mechanisms and implementation plan according to criteria set Establish the actual causes of conflict or dispute and plan for negotiation taking into account organisational goals and objectives Assess negotiation situation and develop negotiation strategies taking into consideration diversity issues Evaluate negotiation process and delegate appropriate follow-up actions in a timely manner based on accurate and objective analytical techniques Evaluate gaps and barriers in workplace communication based on determined benchmarks and establish communication strategies and mechanisms that meet organisational goals and objectives Use communication strategies to influence organisational culture and motivate employees to commit to the organisation s vision, mission and core values Conduct negotiation to achieve organisational goals and win-win outcomes by applying negotiation strategies and effective communication skills Learning to Learn 42

43 It refers to the ability to develop and improve one s self within and outside of one s area of work. Range of Application Reflect on gaps in own communication and negotiation style to make adjustments for future interactions N/A It refers to the critical circumstances and contexts that the skill may be demonstrated. Version Control Version Date Changes Made Edited by ES-IP-401G-1 1 September 2016 Initial Version WDA 43

44 Skill Code SVCF-PP-302C-1 Skill Category People and Relationship Management Skill Sub-Category N/A 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. Knowledge and Analysis It refers to gathering, cognitive processing, integration and inspection of facts and information required to perform the work tasks and activities. The ability to understand: 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 Application and Adaptation 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. 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 44

45 Innovation and Value Creation It refers to the ability to generate purposive ideas to improve work performance and/or enhance business values that are aligned to organisational goals. Translate diversity challenges into opportunities to foster team cohesion and enhance service delivery Social Intelligence and Ethics It refers to the ability to use affective factors in leadership, relationship and diversity management guided by professional codes of ethics. Conduct sharing sessions to build awareness of diversity among team members Learning to Learn It refers to the ability to develop and improve one s self within and outside of one s area of work. Range of Application It refers to the critical circumstances and contexts that the skill may be demonstrated. Enhance one s handling of team diversity by keeping abreast of team diversity issues through feedback channels and by observing employee interactions 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: 45

46 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 camaraderie o Affirming respect for individual behaviours and differences o Facilitating team building activities to develop a strong team identity o Arranging for job rotation for team members to better appreciate others work process o Encouraging mutual acceptance among team members Fostering a culture of transparency in the organisation to encourage openness to share among team members Version Control Version Date Changes Made Edited by SVCF-PP-302C-1 1 September 2016 Initial Version WDA 46