SKILLS FRAMEWORK FOR FOOD SERVICES SKILL STANDARDS FOR EXECUTIVE (RESTAURANT EXECUTIVE / BANQUET EXECUTIVE / MANAGEMENT TRAINEE)

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1 Occupation: Executive (Restaurant Executive / Banquet Executive / Management Trainee) Occupation Description: The Executive (Restaurant Executive/Banquet Executive/Management Trainee) assists in implementing business plans and staff control, handling people issues and performing store-level support functions including customer service, scheduling, day-to-day operations, cashiering, loss prevention, maintenance and back office support. He/She is charge of banquet operations, training of staff and ensuring that they are equipped with the necessary skills to provide excellent customer service. He should be a passionate, energetic and self motivated individual who can deliver exceptional performance, meticulous and has good administration skills, strong interpersonal skills and the ability to work with others. 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 Executive (Restaurant Executive / Banquey Executive / Management trainee) 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 Customer Experience 5. Managing the Customer Experience 6. Service Quality and Professional Etiquette Food and Beverage Production 7. Maintain Halal Certification Requirements Food and Beverage Service 8. Provide Quality Control for Service 2

3 Information and Results 9. Manage Service Performance Innovation 10. Manage Productivity Improvements Leadership 11. Role Model the Service Vision People and Relationship Management 12. Coach for Service Performance 13. Develop a Work Team 14. Lead Workplace Communication and Engagement 15. Manage a Diverse Service Environment 16. Supervise, Motivate and Empower Staff People Development 17. Conduct Orientation and Training Personal Management and Development 18. Develop Self to Maintain Professional Competence at Supervisory Level Planning and Implementation 19. Maintain Inventories 20. Manage Operations for Service Excellence Quality 21. Manage Quality System and Processes 3

4 Sales and Marketing 22. Maintain Displays Site/Outlet and Equipment Management 23. Implement Site/Outlet and Equipment Maintenance Plans Workplace Safety and Health 24. Manage Workplace Safety and Health System 4

5 Skill Code ES-ACE-402G-1 Skill Category Skill Sub-Category Analytical, Conceptual and Evaluative 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 It refers to the critical circumstances and contexts that the skill may be demonstrated. N/A 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 It refers to the critical circumstances and contexts that the skill may be demonstrated. N/A 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-CEX Skill Category Skill Sub-Category Customer Experience Service Skill Managing the Customer Experience Skill Description This skill describes the ability to manage service employees to achieve the organisation s goals of service excellence. It also includes and applying customer service techniques and strategies to build loyalty and improving service quality and service recovery. 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 perform the work tasks and activities required The ability to understand: Importance of integrating marketing with store operations and human resources for a holistic view of services management Differences in the management and marketing of services and physical goods Differences between different service expectations Factors of success in the service sector Decision-making processes and contact points with customers, and how they impact the consumer experience Importance of adopting market and product selection strategies and competitive positioning strategies Considerations for pricing goods and/or services Elements of marketing and communication mixes The role of intermediaries in food distribution Service delivery processes and blue-prints Effects of service environments and processes on customers Importance of training and motivating employees in the service sector Importance of assessing customer satisfaction and service failure Importance of and various methods of customer retention Identify differences between business processes and operations for products and services 17

18 of the occupation, and the ability to react to and manage the changes at work. Identify potential issues that might arise due to the organisation's unique service offerings and how to address them Strategies service styles to match organisational brand positioning Understand the profiles of customers and adapt service styles, decision processes, and the points of contacts in the service process Assess impact of marketing strategies on customers Discuss and formulate goals and objectives of different communication strategies Propose changes to service designs and blueprints, based on the nature of the organisation s business Manage implementation of service delivery and identify key areas for improvements Analyse the pricing of services as they relate to demand, cost, customers, competitors, profits, products, and legal considerations Oversee staff training needs and continuously engage them Collect and analyse customers' satisfaction ratings and complaints and identify key areas for improvements Suggest different approaches of retaining customers 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 customer service Social Intelligence and Ethics use affective factors in leadership, relationship and diversity management guided by 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 18

19 professional codes of ethics. 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: It refers to the critical circumstances and contexts that the skill may be demonstrated. 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) 19

20 Version Control Version Date Changes Made Edited by FSS-CEX August 2017 Initial Version SSG and SPRING Singapore 20

21 Skill Code FSS-CEX Skill Category Skill Sub-Category Customer Experience Service Skill Maintain Service Quality and Professional Etiquette Skill Description This skill describes the ability to apply the service mindset and practical concepts on service quality, based on leadership, strategy, people, process and measurement. It also includes providing excellent service to customers. 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 perform the work tasks and activities required of the occupation, and the ability to react to The ability to understand: Current service trends and expectations Relevance and importance of service excellence Importance of organisational vision when achieving service excellence Impact of service culture in enhancing organisational brand standards Importance of collecting and using customer information Factors influencing customer expectations and perceptions of service Importance of the key dimensions of service quality and the impact on customer experience Process of setting service standards Importance of tracking performance of service standards Importance and principles of professional etiquette Barriers to communication Standards of communication and procedures Importance of "follow-ups" in service delivery Collect and use customer information where permitted and appropriate Use various methods of gathering feedback from customers Use staff feedback channels to enhance customer experiences Apply customer feedback loops as mechanisms for service improvement 21

22 and manage the changes at work. Review customer expectations and perceptions for service improvement Monitor, review and implement standards for service delivery Use gap models for evaluating service quality Distinguish and strategise between "hard" and "soft" service standards Implement standards for dressing, communication and service delivery Develop strategies to empower employees to deliver excellent service, 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. Identify areas of improvement in service quality processes Social Intelligence and Ethics use affective factors in leadership, relationship and diversity management guided by professional codes of ethics. Learning to Learn 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 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 22

23 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: It refers to the critical circumstances and contexts that the skill may be demonstrated. 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-CEX August 2017 Initial Version SSG and SPRING Singapore 23

24 Skill Code FSS-FBP Skill Category Skill Sub-Category Food and Beverage Production N/A Skill Maintain Halal Certification Requirements Skill Description This skill describes the ability to maintain halal certification requirements. It also includes being aware of basic concepts of halal food, complying with halal food production guidelines, being aware of the role of a halal liaison officer and being aware of legislation and halal certification programmes. 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 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: Basic concepts of halal and its importance to Islamic religious beliefs Halal food guidelines Possibilities for cross-contamination to occur during food production activities Sources of food additives and its importance to achieving halal requirements Key aspects and procedures of halal legislation and certification programmes Roles and qualifications of halal liaison officers Importance of having a monitoring system for halal requirements Best practices of halal food production and/or preparation Identify products that are halal Read food labels to verify halal certification Maintain halal certifications Work with halal liaison officers Familiarise self with all necessary processes, applications and requirements for halal certification programmes Check for possibilities of cross-contamination in accordance with organisational procedures and recipes, food and Workplace Safety and Health requirements 24

25 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 production processes Social Intelligence and Ethics use affective factors in leadership, relationship and diversity management guided by professional codes of ethics. Learning to Learn 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 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 own self 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 25

26 Range of Application Food safety and health requirements must include: It refers to the critical circumstances and contexts that the skill may be demonstrated. 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) Maintaining halal certification requirements must include: Being aware of basic concepts of halal food Complying with halal food production guidelines Being aware of role of halal liaison officers Being aware of legislation and halal certification programmes Version Control Version Date Changes Made Edited by FSS-FBP August 2017 Initial Version SSG and SPRING Singapore 26

27 Skill Code FSS-FBS Skill Category Skill Sub-Category Food and Beverage Service 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. Application and Adaptation perform the work tasks and activities required of the occupation, and the ability to react to 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 Monitor customer service Handle customer complaints Handle payments and related issues Supervise opening and closing shifts and ensure completion of relevant documentation 27

28 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. Learning to Learn 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 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 28

29 Range of Application Food safety and health requirements must include: It refers to the critical circumstances and contexts that the skill may be demonstrated. 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 29

30 Skill Category Information and Results Skill Code SVCF-IR-301C-1 Skill Sub-Category 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 30

31 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. 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 Range of Application It refers to the critical circumstances and contexts that the 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 31

32 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 32

33 Version Date Changes Made Edited by SVCF-IR-301E-1 1-Sep-16 Initial Version WDA 33

34 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 Implement productivity improvement processes and cost reduction strategies 34

35 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. Learning to Learn 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 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 35

36 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 Food safety and health requirements must include: It refers to the critical circumstances and contexts that the skill may be demonstrated. 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 36

37 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 37

38 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 38

39 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 39

40 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 40

41 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 41

42 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 42

43 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. 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 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. 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 43

44 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 44

45 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 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 45

46 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. 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 Application and Adaptation 46