· web viewcreate a platform for feedback on work assignment and work flow improvements. ......

SKILLS FRAMEWORK FOR HOTEL AND ACCOMMODATION SERVICESSKILLS STANDARDS FOR

CONCIERGE

Occupation: Concierge

Occupation Description:

The Concierge serves as the point of contact for property guests/customers by providing guidance and assistance during their stay. The Concierge proactively anticipates and meets the needs of guests/customers by making reservations, planning special events, parties and meetings, delivering luggage and mail and providing information about local features such as shopping, dining, nightlife and recreational activities. He/She also supervises junior team members by assigning errands, inspecting their neatness and attitude in providing excellent guest/customer services and coaching them on their performance and training activities.

The Concierge should be a personable and friendly individual with excellent communication and interpersonal skills. He/She must be able to thrive in a fast-paced environment and observe strict deadline, to handle varied and diverse needs of guests/customers with empathy. He/She should have a good thorough knowledge of the property management system or other property reservation software. The Concierge is also responsible for performing secretarial and office duties, lobby maintenance, and supporting other departments as required.

Important Points to Note about this Document

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

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

1


CONCIERGE

The skills expected of the Concierge are summarised as below:

Skill Category Skill

Analytical, Conceptual and

Evaluative

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

Customer Experience 3. Manage Guests/Customers’ Concerns and Feedback

Environmental Sustainability 4. Implement Sustainable Operations Using Green Initiatives

Front Office Operations and

Services5. Supervise Concierge and Uniformed Services

Innovation 6. Contribute to Innovation Process within own Scope of Work in Business Unit

Leadership 7. Lead Team to Develop Operational Plan

People and Relationship Management

8. Coach for Service Performance9. Cultivate Workplace Relationships and Diversity10. Manage a Diverse Service Environment

People Management

11. Develop and Motivate Team Members through Capability Development

Personal Management and

Development12. Develop Personal Effectiveness at Supervisory Level

2


CONCIERGE

Planning and Implementation

13. Assign Work14. Display Critical Thinking and Analytical skills15. Implement Loss/Risk Prevention16. Manage Operations for Service Excellence17. Support Strategic and Operational Plans

Workplace Safety and Security 18. Monitor Workplace Safety and Security

3


CONCIERGE

Skill Code HAS-ACE-4001-1.1

Skill Category Analytical, Conceptual and Evaluative

Skill Sub-Category (where applicable)

N/A

Skill Read and Interpret Operational Reports

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

Knowledge and Analysis

The ability to understand:

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

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

Application and Adaptation

The ability to:

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

requirements Report findings and recommendations to relevant stakeholders

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

4


CONCIERGE

Innovation and Value Creation

The ability to:

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

Social Intelligence and Ethics

The ability to:

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

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

Learning to Learn The ability to:

Keep abreast with changes to organisational goals and operational requirements

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

Range of Application

N/A

(where applicable)

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

Version Control

5


CONCIERGE

Version Date Changes Made Edited by

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

6


CONCIERGE

Skill Code ES-ACE-302G-1

Skill Category Analytical, Conceptual and Evaluative

Skill Sub-Category(where applicable) N/A

Skill Solve Problems and Make Decisions at Supervisory Level

Skill Description

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



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

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

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

implementation plan and their characteristics



The ability to:

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

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

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

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

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

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


7


CONCIERGE


The ability to:

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

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

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


The ability to:

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



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



N/A

(where applicable)


8


CONCIERGE

Version Control


ES-ACE-302G-1 1-Sep-16 Initial Version WDA and STB

9


CONCIERGE

Skill Code HAS-CEX-4001-1.1

Skill Category Customer Experience


Skill Manage Guests/Customers’ Concerns and Feedback

Skill Description

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



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

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

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

Guidelines on proposing improvements to organisational policies Objectives of improvement plans



The ability to:

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

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


10


CONCIERGE


The ability to:

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

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


The ability to:

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


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

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

N/A

(where applicable)


11


CONCIERGE

Version Control


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

12


CONCIERGE

Skill Code HAS-ENV-4001-1.1

Skill Category Environmental Sustainability


Skill Implement Sustainable Operations Using Green Initiatives

Skill Description

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



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

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

practices



The ability to:

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


13


CONCIERGE


N/A



The ability to:

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



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

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

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

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

(where applicable)


Version Control

14


CONCIERGE


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

15


CONCIERGE

Skill Code HAS-FOS-4002-1.1

Skill Category Front Office Operations and Services

Skill Sub-Category(where applicable)

N/A

Skill Supervise Concierge and Uniformed Services

Skill Description

This skill describes the ability to perform start-of-shift activities, monitor concierge and uniformed services, and perform end-of-shift activities. It also includes providing support for functions and events, and handling guests/customers’ concerns and feedback.



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

activities Importance and benefits of reviewing property’s activity level before

operations Guidelines for assigning tasks to team members Guidelines on Workplace Safety and Health Guidelines Importance of reporting irregularities in operations to manager Techniques for effective co-ordination of concierge and uniformed

services Importance of validating completed staff work assignments for accuracy

and completeness Principles of effective communication and interpersonal techniques Benefits and procedure for proper documentation of concierge and

uniformed services Techniques for coaching Organisation’s duty of care to guests/customers Guidelines for handling irregularities and guests/customers’ feedback and

concerns, related to concierge and uniformed services Interpretation of event orders and identification of key activities Factors to consider in planning resources to provide support for functions

and events Factors to consider in allocating additional duties to staff Types of responses and their impact on function and event requirements Techniques to handle irate guests and customers Strategies for service recovery


16


CONCIERGE


The ability to:

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

Monitor concierge and uniformed services, in accordance with organisational procedures

Provide support for functions and events Coach, and support training activities of, team members Handle guests/customers’ concerns and feedback promptly, and monitor

guests/customers’ experiences to ensure their satisfaction is met, in accordance with organisational procedures



The ability to:

Apply situational responses when required and reallocate available resources to overcome critical situations within tight timelinesIt refers to the ability



The ability to:

Protect the integrity and confidentiality of guests/customers’ information, and only disseminate appropriate information that is applicable for work-related activities to team members

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


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


17


CONCIERGE


N/A

(where applicable)


Version Control


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

18


CONCIERGE

Skill Code BM-IM-301E-1

Skill Category Innovation


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

Skill Description

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



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



The ability to:

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

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

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



The ability to:

19


CONCIERGE

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



The ability to:

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



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


N/A

(where applicable)


Version Control


20


CONCIERGE

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

21


CONCIERGE

Skill Code LPM-VIS-301C-0

Skill Category Leadership


Skill Lead Team to Develop Operational Plan

Skill Description

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



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

Organisational policies and procedures relating to leading team planning activities

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

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

the definition of values and behaviours



The ability to:

Review organisational objectives and business plans to identify team objective

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

Create team operational plan to support team progress toward defined objectives

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

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


22


CONCIERGE


The ability to:

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



The ability to:

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

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



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

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


N/A

(where applicable)


Version Control

23


CONCIERGE


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

24


CONCIERGE

Skill Code SVCF-PP-301C-1

Skill Category People and Relationship Management


Skill Coach for Service Performance

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



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

performance Methods to provide feedback to individuals on service performance



The ability to:

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

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

through customer feedback


25


CONCIERGE


N/A



N/A



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


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

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

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

(where applicable)


Version Control

26


CONCIERGE


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

27


CONCIERGE

Skill Code LPM-RLT-401C-0



Skill Cultivate Workplace Relationships and Diversity

Skill Description

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



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

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

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

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

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



The ability to:

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

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

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

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

acceptable outcomes


28


CONCIERGE


The ability to:

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



The ability to:

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



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


N/A

(where applicable)


Version Control

29


CONCIERGE


LPM-RLT-401C-0 1-Sep-16 Initial Version WDA and STB

30


CONCIERGE

Skill Code SVCF-PP-302C-1



Skill Manage a Diverse Service Environment

Skill Description

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



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

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

environment



The ability to:

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

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

service delivery


31


CONCIERGE


The ability to:

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



The ability to:

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



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


32


CONCIERGE


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

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

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

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

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

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

openness to share among team members

(where applicable)


Version Control


SVCF-PP-302C-1 1-Sep-16 Initial Version WDA and STB

33


CONCIERGE

Skill Code LPM-DEV-301C-0

Skill Category People Management

Skill Sub-Category (where applicable) N/A

Skill Develop and Motivate Team Members through Capability Development

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



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

Organisational policies and procedures relating to employee capability development

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

Communication channels relevant for disseminating information regarding capability development

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



The ability to:

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

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

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

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

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


34


CONCIERGE


The ability to:

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



The ability to:

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



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

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



N/A

(where applicable)


35


CONCIERGE

Version Control


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

36


CONCIERGE

Skill Code ES-PMD-301G-1

Skill Category Personal Management and Development


Skill Develop Personal Effectiveness at Supervisory Level

Skill Description

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



Types of motivational factors affecting personal goal setting and achievement

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

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

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

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

financial stability



The ability to:

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

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

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

organisational effectiveness


37


CONCIERGE


The ability to:

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



The ability to:

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



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

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



N/A

(where applicable)


38


CONCIERGE

Version Control


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

39


CONCIERGE

Skill Code HAS-PNI-4001-1.1

Skill Category Planning and Implementation


Skill Assign Work

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



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

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

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

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

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



The ability to:

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


40


CONCIERGE


The ability to:

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



The ability to:

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



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


N/A

(where applicable)


41


CONCIERGE

Version Control


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

42


CONCIERGE

Skill Code BM-SPI-304E-1


Skill Sub-Category (where applicable) N/A

Skill Display Critical Thinking and Analytical skills

Skill Description

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



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

process



The ability to:

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

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

43


CONCIERGE


The ability to:

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



The ability to:

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



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

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

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


44


CONCIERGE


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

(where applicable)


Version Control


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

45


CONCIERGE

Skill Code HAS-PNI-4002-1.1



Skill Implement Loss/Risk Prevention

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



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



The ability to:

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



N/A

46


CONCIERGE



The ability to:

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



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

N/A

(where applicable)


Version Control


47


CONCIERGE

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

48


CONCIERGE

Skill Code SVCF-PL-301C-1



Skill Manage Operations for Service Excellence

Skill Description

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



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



The ability to:

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

Ensure adequacy of resources for implementation of service operations plan

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

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


49


CONCIERGE


The ability to:

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



The ability to:

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


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


50


CONCIERGE


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

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

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

(where applicable)


Version Control


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

51


CONCIERGE

Skill Code BM-SPI-301E-1



Skill Support Strategic and Operational Plans

Skill Description

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



Linkage between business processes and organisational policies, practices and procedures

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



The ability to:

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

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

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

Monitor and report status progress to relevant stakeholders for review


52


CONCIERGE


The ability to:

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


The ability to:

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



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

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



N/A

(where applicable)


Version Control

53


CONCIERGE


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

54


CONCIERGE

Skill Code HAS-WSS-4001-1.1

Skill Category Workplace Safety and Security


Skill Monitor Workplace Safety and Security

Skill Description

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



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

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

potential safety or security concerns



The ability to:

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



The ability to:

55


CONCIERGE

Set up communication channels to report on potential safety or security concerns



The ability to:

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



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


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

(where applicable)


Version Control

56


CONCIERGE


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

57


CONCIERGE

Definitions of the Five (5) Domains

Domain Definition


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


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


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


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

Learning to Learn

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

58

· web viewcreate a platform for feedback on work assignment and work flow improvements. ......

Documents