Occupation: Operations Manager (Head of Operations / Asst Operations Director / Asst F&B Director / Banquet Director)

Transcription

1 Occupation: Operations Manager (Head of Operations / Asst Operations Director / Asst F&B Director / Banquet Director) Occupation Description: The Operations Manager (Head of Operations/Assistant Operations Director/ Assistant F&B Director/Banquet Director) is responsible for overall sales revenue while managing costs and operating budget. He/She creates and maintains Standard Operations and Procedures (SOP) for the F&B business, including F&B administration and food safety and hygiene practices He further ensures and maintains brand standards and establishes the brand concept and strategy. This includes managing day-to-day operations verifying that the quality, standards and meeting the expectations of the customers on a daily basis. He should demonstrates team management, delegation, problem-solving skills and be able to multi-task. 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 Operations Manager (Head of Operations / Asst Operations Director / Asst F&B Director / Banquet 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 Food and Beverage Production 11. Oversee Cost Controlling and Food Purchasing Activities 12. Plan and Develop Menus for Food Service Establishments 2

3 Food and Beverage Service 13. Design Restaurant Concepts Information and Results 14. Drive Service Quality and Customer Satisfaction Innovation 15. Facilitate Innovation Process within the Organisation Leadership 16. Champion a Service Excellence Ethos 17. Lead Managers to Develop Organisational and Governance Strategies People and Relationship Management 18. Foster Business Relationships and Organisational Diversity 19. Strategise Workforce for Service Excellence People Development 20. Develop Managers and High-potential Employees through Organisational Talent Capability Reviews Personal Management and Development 21. Develop Self to Maintain Professional Competence to Lead an Organisational Planning and Implementation 22. Develop a Business Plan 23. Establish Business Strategies for the Business Function 24. Establish Operational Plans for the Business Function 25. Foster Entrepreneurship 26. Strategise Service Operations 3

4 Project Management 27. Lead Programme and Project After-action Review Risk Management 28. Develop A Risk Management Framework, Policy and Process 29. Manage Compliance with Food and Beverage Hygiene Policies and Procedures Sales and Marketing 30. Foster e-business in Food and Beverage 31. 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 Financial reporting standards may include: It refers to the critical circumstances and contexts that the skill may be demonstrated. 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 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 and manage the changes at work. 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 Code FSS-FBP Skill Category Skill Sub-Category Food and Beverage Production N/A Skill Oversee Cost Controlling and Food Purchasing Activities Skill Description This skill describes the ability to oversee cost control activities in a Food and Beverage (F&B) establishment by setting up systems, policies, procedures and ensuring implementation. It also includes managing purchasing and flow of food in and out of 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: Importance of standard operating procedures (SOPs) and policies to manage and control costs Importance of building a culture of cost awareness in the organisation Methods of controlling and optimising costs Income and expenses reporting systems Methods to implement cost management programmes in the organisation and measure their success Purchasing cycles and flows of raw material in the organisation Importance of tracking movements and flows of food Common faults in food purchasing activities Application and Adaptation and activities required of the occupation, and the ability to react to and manage the changes at work. Develop policies and procedures for cost management and purchasing activities and monitor compliance Set strategies and implement cost efficiency programmes in the organisation and measure their effectiveness Monitor food purchasing cycles, including tracking of inflows and outflows of goods Create standards and procedures for checking the quality and quantity of purchased food Facilitate identification of gaps and potential cost-leakages within purchasing cycles, in accordance with organisational procedures 35

36 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 cost control improvement and/or value creation to the organisation and suggest ways to adapt existing techniques drawing from personal experiences and feedback 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 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 36

37 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-FBP August 2017 Initial Version SSG and SPRING Singapore 37

38 Skill Code FSS-FBP Skill Category Skill Sub-Category Food and Beverage Production N/A Skill Plan and Develop Menus for Food Service Establishments Skill Description The skill describes the ability to plan and develop menus for food service establishments. It also includes reviewing existing menus, layout, design, pricing, menu item s description and analysing sales mix and station balance. Knowledge and Analysis It refers to gathering, cognitive processing, integration and inspection of facts and information required to and activities. The ability to understand: Steps, considerations and key contributors in menu planning Principles of conducting studies on customers' demographics, needs and wants Importance of collaborating with purchasing, warehousing and inventory management when developing menu items Principles and importance of menu design, layout and printing Different methods of menu classifications Methods of evaluating sales, popularity, and profitability of menu items Importance and methods of training staff in food preparation and serving of new menu items Food pairing with other product offerings Principles of menu engineering Waste reporting Methods to assess and analyse developed menus, based on quality, quantity and delivery Application and Adaptation and activities required of the occupation, and the ability to react to Conduct external assessments on the need for developing new menus, including assessing customers and their demographics with time and seasonal considerations Conduct internal assessments, including analysing availability of organisation's equipment, space, staff for new menu items and identifying opportunities to cross-utilise ingredients to 38

39 and manage the changes at work. maximise menu possibilities without sourcing for new, additional ingredients Develop or improve menus based on business, aesthetic and nutritional balances Review and classify new menu items, including assessing current and new items for complements to theme and set-up of restaurant and assessing and classifying menus based on profitability, popularity and sales performance Compare and differentiate various pricing strategies Train cooks and service staff to ensure effective implementation of menus, 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 menus improvement and/or value creation to the organisation Generate ideas to create new menus 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 39

40 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 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-FBP August 2017 Initial Version SSG and SPRING Singapore 40

41 Skill Code FSS-FBS Skill Category Skill Sub-Category Food and Beverage Service N/A Skill Design Restaurant Concepts Skill Description This skill describes the ability to design a restaurant concept. It also includes applying knowledge of various food and beverage restaurant concepts, analysing restaurant operational characteristics, analysing the relationship between restaurant concepts and markets trends and developing a restaurant concept to match market demands. Knowledge and Analysis It refers to gathering, cognitive processing, integration and inspection of facts and information required to and activities. The ability to understand: Methods to conduct market and demographic studies Markets and customer demographics and their preferences Significance and functions of different food and beverage operation concepts Types of restaurants and their characteristics, based on food offerings, dining categories, themes, menu styles, services, and market demographics Steps in developing a restaurant concept Operational elements of restaurants such as menus, space requirements, degree of service, acoustics, lighting, ambience and atmosphere characteristics Application and Adaptation and activities required of the occupation, and the ability to react to and manage the changes at work. Conduct market and demographic study of Food and Beverage (F&B) industry Develop or propose restaurant concepts, based on the management's direction Modify concepts according to changes in market preference or demographics 41

42 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 design improvement and/or value creation to the organisation and suggest ways to adapt existing techniques drawing from personal experiences and feedback Social Intelligence and Ethics use affective factors in leadership, relationship and diversity management guided by professional codes of ethics. 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 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 42

43 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 43

44 Skill Code FSS-PNI Skill Category Skill Sub-Category Planning and Implementation N/A Skill Foster Entrepreneurship Skill Description The skill describes the ability to identify the core values of an entrepreneur and to create and evaluate viable business proposals. It also includes identifying, assessing and selecting viable businesses, and developing preliminary business proposals. Knowledge and Analysis It refers to gathering, cognitive processing, integration and inspection of facts and information required to and activities. Application and Adaptation and activities required of the occupation, and the ability to react to and manage the changes at work. The ability to understand: Concept of entrepreneurship and its relation to risk management, innovation and wealth creation Importance of entrepreneurship and innovation in ensuring business sustainability Importance of leading and forming cohesive teams Importance of identifying appropriate products and business development models Concepts of product differentiation and niche specifications Importance of funding and finances when pursuing entrepreneurial activities Available government support and programmes fostering entrepreneurial activities Purpose and concept of writing business proposals and business plans Importance of goal setting, accountability and motivation when pursuing entrepreneurial activities Explain the concept of entrepreneurship and how it benefits the organisation and economy Identify individual and team strengths, weakness, opportunities and threats Assess needs for hiring staff and identify required attributes and experience Identify potential business opportunities and resources required 44

45 Assess risks of new businesses and identify options to manage the risks Assess financial and investment requirements Conduct market feasibility studies and formulate business proposals and/or plans, 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. Align 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 Be a brand ambassador and live the brand 45

46 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 2006 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) Core values of an entrepreneur may include: Risk management Financial shrewdness and management An innovative mind-set Management of resource and task delegation Considerations for a new business idea may include: Market potential Competitors Availability of financial resources Availability of skills and interest Assessing financial and investment requirement may include: Calculating initial investment and potential value Applying to available government support Forecasting sales and budgeting 46

47 Version Control Version Date Changes Made Edited by FSS-PNI Aug-17 Initial Version SSG and SPRING Singapore 47

48 Skill Code SVCF-PL-501C-1 Skill Category Skill Sub-Category Planning and Implementation N/A Skill Strategise Service Operations Skill Description This skill describes the ability to plan for and support the organisation s service operations. It involves the development of an operations strategy, planning of processes and infrastructure required to support service operations and assessment of the organisation s resource capacity. It also involves the development of performance indicators to measure performance and improve service operations efficiency as well as planning for business continuity. 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 service operations strategy Steps to develop the organisation s service operations strategy Process, infrastructure and resource requirements for service operations Methods to assess the organisation s service capacity Methods to select key performance indicators to assess the performance of service operations Components of a business continuity plan Application and Adaptation and activities required of the occupation, and the ability to react to and manage the changes at work. Develop service operations strategy in accordance with the organisation s customer-focused strategy Develop key performance indicators to measure service operations Establish business continuity plan for ongoing service excellence in accordance with organisational and regulatory requirements Assess the organisation s service capacity to minimise service disruptions 48