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SKILLS FRAMEWORK FOR HOTEL AND ACCOMMODATION SERVICES

SKILLS STANDARDS FOR

ASSISTANT REVENUE MANAGER

Occupation: Assistant Revenue Manager

Occupation Description:

The Assistant Revenue Manager supports the operations of the revenue department to optimise sales for the property. He/She assists to ensure maximum revenue opportunities are achieved through execution and maintenance of all sales strategies implemented by the Director of Revenue Management. He/She ensures that sales strategies and rate restrictions are communicated, implemented and modified as market conditions fluctuate, and works very closely with the sales and marketing team and other business departments of the property.

The Assistant Revenue Manager analyses and reports revenue management data, generates and provides accurate and timely results in the form of reports, presentations, et cetera. He/She also conducts sales strategy analysis and refinement as appropriate to increase market share of the property. In addition, he/she explores opportunities that drive profit, create value for clients, encourage innovation and provide recommendations to improve the effectiveness of the revenue management processes.

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.

SKILLS FRAMEWORK FOR HOTEL AND ACCOMMODATION SERVICES

SKILLS STANDARDS FOR

ASSISTANT REVENUE MANAGER

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

1

The skills expected of the Assistant Revenue Manager are summarised as below:

Skill Category

Skill

Analytical, Conceptual and Evaluative

1. Facilitate the Implementation of a Productivity Framework

2. Solve Problems and Make Decisions at Managerial Level

Business Continuity Management

3. Manage Crisis Situations

Business Negotiation

4. Participate in Dispute Resolution

Communications

5. Conduct Interviews

6. Manage Meetings

Customer Experience

7. Manage Guest/Customer Experience

Infocomm Technology

8. Apply Workplace Information and Communication Technology (ICT)

9. Perform Project Planning Functions

Information and Results

10. Analyse Service Quality and Customer Satisfaction

Innovation

11. Manage Innovation in the Business Function

Marketing Communications and Public Relations

12. Maintain Brand Image

People Management

13. Conduct Staff Performance Assessment Process

People and Relationship Management

14. Cultivate Workplace Relationships and Diversity

Personal Management and Development

15. Contribute Towards a Learning Organisation

16. Manage Workplace Challenges with Resilience

Planning and Implementation

17. Manage and Review Systems and Processes

Reservations Management

18. Manage Reservation Services

Revenue Management

19. Implement Revenue Management Strategies

20. Manage Distribution Channels and Revenue Optimisation Strategies

Sales and Marketing

21. Analyse the Impact of Customer Behaviour on Sales and Marketing Strategies

Skill Code

ES-ACE-503G-1

Skill Category


Skill Sub-Category

(where applicable)

N/A

Skill

Facilitate the Implementation of a Productivity Framework

Skill Description

This skill describes the ability to facilitate the implementation of a productivity framework according to the productivity road map and action plan developed. It also includes monitoring and evaluating the effectiveness of the productivity framework.

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:

Productivity concepts

Ways in which productivity plays an important role in the generation of wealth and value for the organisation, industry and the country

Benefits of productivity

Types of productivity to be measured

Factors that affect productivity

Quantitative and qualitative factors that influence productivity

Quantitative and qualitative indicators commonly used in measuring organisations productivity

Methods and tools used to measure productivity

Methods to analyse the relationship between productivity measurements and factors that influence productivity

Assessment of qualitative and quantitative factors that influence productivity

Productivity goals and strategies that can be adopted by the organisation

Types of motivation and incentive schemes for productivity improvements

Application and Adaptation

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

The ability to:

Establish own role and responsibilities in the implementation of the productivity framework in an organisation

Facilitate establishment of a productivity management structure and assign responsibilities and accountabilities to stakeholders for implementation of the productivity framework in an organisation

Identify and arrange for the resources required for implementation of the productivity framework according to recommendations in the productivity road map and action plan

Monitor the implementation of the productivity framework based on recommendations in the productivity road map and action plan

Link staff performance appraisals, recognition and rewards to productivity according to results of productivity measurements

Compile and evaluate results gathered on productivity measurements and report findings to relevant stakeholders

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.

The ability to:

Evaluate the effectiveness of implementation of the productivity framework and report findings with recommendations for improvement to relevant stakeholders

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.

The ability to:

Create awareness for the productivity improvement initiative and communicate details of the productivity road map and action plan to stakeholders to garner agreement and support

Learning to Learn

It refers to the ability to develop and improve ones self within and outside of ones area of work.

The ability to:

Engage and encourage employees to participate in the productivity improvement initiative

Provide necessary training to prepare stakeholders to implement the productivity framework

Range of Application

(where applicable)

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

N/A

Version Control

Version

Date

Changes Made

Edited by

ES-ACE-503G-1

1-Sep-16

Initial Version

WDA and STB

Skill Code

ES-ACE-402G-1

Skill Category


Skill Sub-Category

(where applicable)

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.




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



The ability to:

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 organisations current standard operating procedures

Evaluate the effectiveness of the implemented solution and implementation plan using appropriate techniques and criteria



The ability to:

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



The ability to:

Manage team dynamics and differing opinions through the use of conflict management techniques

Learning to Learn


The ability to:

Reflect on own strengths and weaknesses and its impact in solving problems and making decisions


(where applicable)


N/A

Version Control

Version

Date

Changes Made

Edited by

ES-ACE-402G-1

1-Sep-16

Initial Version

WDA and STB

Skill Code

BM-BCM-407E-1

Skill Category

Business Continuity Management

Skill Sub-Category

(where applicable)

N/A

Skill

Manage Crisis Situations

Skill Description

This skill describes the ability to execute crisis management plan to manage crisis situations. It also includes allocating resources, executing and documenting response and recovery activities and communicating organisational crisis management key messages to relevant stakeholders.




Operational roles and responsibilities of a manager handling a crisis

Documentation components for crisis response and recovery activities

Communication plan for managing crisis



The ability to:

Allocate resources to manage response-handling in accordance with crisis management plan

Identify crisis response and recovery activities for implementation in accordance with recovery strategies and business continuity strategies to ensure alignment of activities

Document crisis response and recovery activities data in accordance with information format requirements to facilitate follow-up actions

Implement 'return-to-normal' procedures in accordance with crisis management plan to ensure alignment of activities

Communicate organisational crisis management key messages to relevant stakeholders to provide updates



The ability to:

Review crisis management process to identify areas for improvement



The ability to:

Manage own emotions to maintain composure and display self-confidence and resilience when dealing with challenges in a crisis situation

Respond appropriately to emotional cues of organisation members during a crisis situation to manage negative emotional climate and provide reassurance

Learning to Learn


The ability to:

Augment own knowledge on crisis management by subscribing to diverse learning channels and discussion platforms to ensure continuous learning for workplace application


(where applicable)


N/A

Version Control

Version

Date

Changes Made

Edited by

BM-BCM-407E-1

1-Sep-16

Initial Version

WDA and STB

Skill Code

BM-BN-402E-1

Skill Category

Business Negotiation

Skill Sub-Category

(where applicable)

N/A

Skill

Participate in Dispute Resolution

Skill Description

This skill describes the ability to prepare and participate in dispute resolution to reach agreeable outcomes.




Types of disputes

Evidence to support case

Communication and conflict resolution techniques

Relevant precedents

Relevant legislation and regulations



The ability to:

Prepare case to gather support for position

Participate in dispute resolution processes to achieve desired dispute resolution outcomes

Reach dispute resolution outcomes to obtain concurrence from both parties



The ability to:

Identify opportunities to strive for negotiation outcomes to add value to the organisation and achieves a win-win outcome for both parties



The ability to:

Manage self to maintain composure, self-confidence and resilience when dealing with challenges in the conflict resolution process

Learning to Learn


The ability to:

Engage in self-reflection to identify areas for improvement in managing dispute resolution process

Improve own conflict resolution skills by seeking feedback from peers and supervisors to enhance own capability in managing conflicts


(where applicable)


Relevant legislation and regulations must include:

Billing policies

Organisational human resources policies

Financial regulations and policies

Employment Act

Industrial Relations Act

Workplace Safety and Health Act

Employment of Foreign Manpower Act

International legislation

Version Control

Version

Date

Changes Made

Edited by

BM-BN-402E-1

1-Sep-16

Initial Version

WDA and STB

Skill Code

BM-COM-403E-1

Skill Category

Communications

Skill Sub-Category

(where applicable)

N/A

Skill

Conduct Interviews

Skill Description

This skill describes the ability to prepare, conduct and follow up on interviews. It also includes identifying interviewees and interview objectives and evaluating effectiveness of interviews to ascertain areas for improvement.




Types of interviews

Components of interview minutes

Legal, regulatory, ethical and socio-cultural constraints related to conducting interviews



The ability to:

Identify interviewee and interview objectives to support programme and initiative goals

Prepare interview questions to support interview objectives

Deliver questions to meet requirements on interview structur

Follow up on interviews to meet requirements on organisational procedures



The ability to:

Evaluate effectiveness of interviews to identify areas for improvement



The ability to:

Assess the emotional states of interviewees and respond appropriately to emotional cues to demonstrate empathy

Learning to Learn


The ability to:

Update own interviewing skills by subscribing to diverse learning channels to enhance workplace performance as an interviewer


(where applicable)


Legal, regulatory, ethical and socio-cultural constraints related to conducting interviews must include:

relevant legislations

codes of practice

ethical principles

policies and guidelines

social responsibilities

cultural and societal expectations and influences

Version Control

Version

Date

Changes Made

Edited by

BM-COM-403E-1

1-Sep-16

Initial Version

WDA and STB

Skill Code

BM-COM-402E-1

Skill Category

Communications

Skill Sub-Category

(where applicable)

N/A

Skill

Manage Meetings

Skill Description

This skill describes the ability to manage meetings to meet meeting objectives. It also includes preparing for the meetings, conducting the meetings and following-up on meetings, as well as evaluating meeting outcomes to ascertain areas for improvement.




Types and modes of meetings

Components of meeting agendas

Meeting collaterals

Legal, regulatory, ethical and socio-cultural constraints of meetings



The ability to:

Prepare for meetings to support meeting objectives

Follow up on meetings in accordance with organisational procedures to ensure matters arising from the meetings are addressed



The ability to:

Evaluate meeting outcomes to determine areas of improvement



The ability to:

Conduct meetings to facilitate discussion and conflict resolution, taking into consideration the emotional states of meeting participants and responding appropriately to emotional cues to maintain positive working relationships

Learning to Learn


The ability to:

Engage in self-reflection to identify areas for improvement in managing meetings

Improve own effectiveness in managing meetings by subscribing to diverse learning channels and participating in peer review platforms to enhance workplace performance


(where applicable)

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

Legal, regulatory, ethical and socio-cultural constraints of meetings must include:

Relevant legislations

Codes of practice

Business ethics

Policies and guidelines

Social responsibilities

Cultural and societal expectations and influences

Version Control

Version

Date

Changes Made

Edited by

BM-COM-402E-1

1-Sep-16

Initial Version

WDA and STB

Skill Code

HAS-CEX-5002-1.1

Skill Category

Customer Experience

Skill Sub-Category

(where applicable)

N/A

Skill

Manage Guest/Customer Experience

Skill Description

This skill describes the ability to analyse service performance standards and assess service performance outcomes. It also includes the ability to propose actions to improve service performance standards and monitor the effectiveness of actions taken.




Service performance analysis

Methods of data collection and data analysis

Organisational critical situation escalation procedures

Organisational service performance standards

Guest/customer satisfaction index

Parameters for identifying trends in guest/customer satisfaction

Significance of evaluating guest and customer satisfaction level


The ability to:

Analyse service performance standards

Assess service performance outcomes

Propose actions to improve service performance standards

Monitor effectiveness of actions taken to improve service performance standards




N/A



The ability to:

Communicate with colleagues outcome of proposed service performance actions to improve guest/customer satisfaction level

Learning to Learn


The ability to:

Update own learning to examine effectiveness of alternative corrective actions taken to improve service performance standard


(where applicable)


N/A

Version Control

Version

Date

Changes Made

Edited by

HAS-CEX-5002-1.1

1-Sep-16

Initial Version

WDA and STB

Skill Code

ES-FSI-402G-1

Skill Category

Infocomm Technology

Skill Sub-Category

(where applicable)

N/A

Skill

Apply Workplace Information and Communication Technology (ICT)

Skill Description

This skill describes the ability to apply information and communication technology (ICT) at the workplace. It also includes analysing ICT in organisational performance, facilitating the development and acquisition of ICT infrastructure and tools to identify and prevent problems at the workplace.




Prevalent ICT strategies and their uses in various sectors

Benefits and success factors of establishing ICT strategies in an organisation

Types of electronic storage medium and their features

Types of technology used in electronic storage media

Impact of a non-electronic environment on organisational performance

Roles of ICT tools in raising productivity in an organisation

Types of ICT tools used at the workplace and their features

Definition of ICT infrastructure

Ways and issues involved in managing an ICT infrastructure in the organisation

Areas of investment to support an ICT infrastructure

Types of corporate services associated with ICT

Types of network performance measures and shared network resources and their uses



The ability to:

Analyse the impact of ICT strategies on corporate performance in an organisation

Analyse the benefits of converting into an electronic environment and the value of using electronic storage media to share workplace documents according to organisational ICT policies

Support the acquisition and implementation of ICT infrastructure to accomplish organisational goals

Examine the important aspects of a business continuity plan and analyse its role in minimising negative impact on ICT infrastructure and organisational performance in the event of potential disasters



The ability to:

Evaluate effectiveness of ICT infrastructure and associated services in achieving the desired organisational goals



The ability to:

Comply to organisational ICT policies to prevent common problems relating to ICT corporate services, network performance and shared resources

Learning to Learn


The ability to:

Examine and highlight to various sources the possible areas for using ICT tools to improve performance


(where applicable)


Definition of ICT infrastructure must include:

The hardware and software required to interconnect ICT tools and users, in which signals are transmitted over transmission media, and signals are managed using software

Providing the necessary hardware, software, technical support and management of ICT tools and users to enable IT services reliability and interconnectivity

Version Control

Version

Date

Changes Made

Edited by

ES-FSI-402G-1

1-Sep-16

Initial Version

WDA and STB

Skill Code

ES-FSI-307G-1

Skill Category

Infocomm Technology

Skill Sub-Category

(where applicable)

N/A

Skill

Perform Project Planning Functions

Skill Description

This skill describes the ability to apply project planning and management functions. It also includes creating and managing project tasks, monitoring project progress and printing the project outputs.




Concepts of managing projects

Impact on project schedule when using a start or finish date to schedule a project

Concepts of task duration

Concepts of a milestone in a project

Concepts on the logical relationships between tasks

Concepts of lead time and lag time in a project schedule

Types of task constraint options

Concepts of a deadline in a project

Types of resources for a task

Relationship between duration, work and resource

Concepts of fixed cost and variable cost

Concepts of critical task and critical path



The ability to:

Create and manage project tasks according to project requirements by applying appropriate functions in a project management application

Monitor project progress according to project requirements by applying appropriate functions in a project management application

Prepare and print outputs of project according to prescribed requirements by applying appropriate steps



The ability to:

Create a new project plan based on available templates

Utilise functions to enhance project management productivity



The ability to:

Seek assistance and guidance from peers on difficulties faced when planning projects

Learning to Learn


The ability to:

Manage and review project progress and reschedule project tasks accordingly


(where applicable)


N/A

Version Control

Version

Date

Changes Made

Edited by

ES-FSI-307G-1

1-Sep-16

Initial Version

WDA and STB

Skill Code

SVCF-IR-401C-1

Skill Category

Information and Results

Skill Sub-Category

(where applicable)

N/A

Skill

Analyse Service Quality and Customer Satisfaction

Skill Description

This skill describes the ability to analyse customer data to improve the organisations level of service quality and customer satisfaction. It also includes analysing service quality and customer satisfaction results and implementing improvement plans to close gaps.




Components of service quality and customer satisfaction framework

Sources of service quality and customer satisfaction data

Types of service performance gaps

Methods to analyse service quality and customer satisfaction data

Methods for communicating findings and results to relevant stakeholders

Methods to close service performance gaps



The ability to:

Analyse service challenges to ascertain patterns that may impact service quality and customer satisfaction

Analyse service quality and customer satisfaction data against organisation benchmarks and industry standards to ascertain service performance gaps

Implement improvement plans to close service performance gaps



The ability to:

Review customer data from multiple sources to identify root causes of service performance gaps and areas for service enhancements

Conduct process or job re-design to enhance the effectiveness and efficiency of service delivery



The ability to:

Communicate findings and results to relevant stakeholders

Seek managements endorsement on plans to improve service quality and customer satisfaction

Learning to Learn


The ability to:

Build staffs capability to deliver service in accordance with organisations service standards through a diverse range of formal and informal learning platforms

Engage in industry networks and platforms that will enhance own understanding and analysis of customer satisfaction


(where applicable)


Service quality measurements must include:

Service response time

Customer retention rate, volume of repeat orders

Service recovery rate and turnaround time

Mystery audits

SERVQUAL dimensions that should include:

Tangibles

Reliability

Responsiveness

Assurance

Empathy

Customer satisfaction measurements must include:

Customer satisfaction levels number and/or frequency of customer complaints and/or compliments, intensity (subjective) of customer complaints

Customer equity

Customer assets

Perceived quality

Perceived reliability

Extent of customer needs fulfilled

A service quality and customer satisfaction framework must include:

Service quality and customer satisfaction measurements

Data collection methods

Benchmarks to assess service quality and customer satisfaction through methods such as:

Internal benchmarking: comparing one function with that of another function

Competitive benchmarking: comparing with competitors who are considered best in class or world class

Functional benchmarking: comparing processes to companies with similar processes (could be outside the organisations industry)

Generic benchmarking: finding organisations with best in class (or world class if applicable) processes from which lessons could be learned and translated into the organisation

Frequency of monitoring service quality and customer satisfaction such as:

Monthly

Quarterly

Half yearly

Yearly

Source of service quality data must include:

Mystery audits

Customer relationship management systems

Sources of customer satisfaction data must include indices such as the CSISG (Customer Satisfaction Index of Singapore).

Service performance gaps must include:

Gaps in customer expectations and actual product or service delivered

Gaps in expected service and actual service delivered

Customer service delivery deficiencies at particular organisation sites or within particular groups

Types of service performance gaps must include:

Quality gaps

Productivity gaps

Delivery gaps

Differences between customer expectations and perceptions of service

Version Control

Version

Date

Changes Made

Edited by

SVCF-IR-401C-1

1-Sep-16

Initial Version

WDA and STB

Skill Code

BM-IM-401E-1

Skill Category

Innovation

Skill Sub-Category

(where applicable)

N/A

Skill

Manage Innovation in the Business Function

Skill Description

This skill describes the ability to develop and implement innovation initiatives in a business function. It also includes identifying opportunities for innovation, conducting pilot testing, refining innovation strategies and making recommendations for implementation with the support from various stakeholders.




Characteristics of business functions that are more likely to be open to innovation

Characteristics of broader environments that support and encourage innovation

Creative approaches to identify innovation opportunities

Range of creative techniques to generate innovative ideas



The ability to:

Evaluate business function performance to identify opportunities for innovation and improvement

Create opportunities to maximise innovation within a business function

Support and guide employees to contribute to the implementation of organisational innovation strategies

Conduct pilot testing and prototyping of innovation concepts within business function to determine feasibility of innovation initiative

Make recommendations of innovation initiatives to relevant stakeholders for implementation



The ability to:

Develop and refine innovative initiatives to ensure achievement of desired business outcomes within a business function



The ability to:

Consult with relevant stakeholders to agree on broad parameters for developing innovation initiatives

Acknowledge and address the feelings and perspectives of employees arising from the impact of innovation implementation to maintain positive working relationships

Learning to Learn


The ability to:

Keep abreast of innovation management practices by subscribing to diverse learning channels and participating in peer discussion platforms to enhance workplace performance


(where applicable)

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

N/A

Version Control

Version

Date

Changes Made

Edited by

BM-IM-401E-1

1-Sep-16

Initial Version

WDA and STB

Skill Code

HAS-MPR-4001-1.1

Skill Category

Marketing Communications and Public Relations

Skill Sub-Category

(where applicable)

N/A

Skill

Maintain Brand Image

Skill Description

This skill describes the ability to maintain brand equity through assessments of current brand image, identifying and implementing strategies to build positive image of the organisation and/or product. It also includes monitoring the implementation of these strategies.




Organisations strategic directions and goals

Sources of information on organisations standing

Research methods for gathering industry information

Industry benchmarking criteria

Brand management, strategies and analysis

Brand promotional plans

Stakeholders endorsement in revision of policies and procedures

Alignment of policies and procedures to brand strategies



The ability to:

Identify organisations strategic directions in current brand strategies, with reference to organisational policies, and in consultation with relevant stakeholders

Gather up-to-date information on organisations standing and brand image within the industry

Benchmark the organisation with other, similar organisations

Assess and analyse findings and positioning of the organisation against its competitors

Identify strategies to capitalise on the strengths, and mitigate weaknesses, of the organisations brand equity

Address issues and concerns related to implementation action plans

Revise and implement action plans, based on relevant stakeholders approval

Ensure staff adhere to policies and procedures of brand strategy


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:

Establish action plans to improve the organisations brand equity, in consultation with stakeholders

Review and recommend corrective actions to address areas for improvement



The ability to:

Communicate action plans to relevant stakeholders, in accordance with organisational procedures

Learning to Learn


The ability to:

Update own knowledge by keeping abreast with the organisation's strategic plans


(where applicable)


N/A

Version Control

Version

Date

Changes Made

Edited by

HAS-MPR-4001-1.1

1-Sep-16

Initial Version

WDA and STB

Skill Code

HAS-DEV-5002-1.1

Skill Category

People Management

Skill Sub-Category

(where applicable)

N/A

Skill

Conduct Staff Performance Assessment Process

Skill Description

This skill describes the ability to prepare and conduct performance appraisals, develop personal development plans and manage performance outcomes.




Procedures for reviewing staff performance against staff development plans and performance evidences

Guidelines for communicating performance review results with staff

Analyses of feedback from relevant stakeholders

Performance gaps and the advantages of addressing them

Significance of proposing improvements to performance

Usage and review of performance appraisal tools

Compliance with code of ethics when conducting staff performance appraisals

Guidelines for, and importance of, setting goals and milestones for career development

Ways to reward staff effectively

Guidelines for corrective actions against poor performing staff



The ability to:

Review staff performance criteria against performance evidences, in accordance with organisational guidelines

Analyse feedback gathered to determine if relevant performance criteria are met and make assessment decisions in accordance with organisational guidelines

Use performance appraisal tools to conduct performance appraisals, in accordance with organisational guidelines

Link staff performance to staff development plans, in accordance with organisational guidelines

Communicate performance achievements and gaps to staff, in accordance with organisational guidelines

Develop personal development plans to set goals and milestones for career development, in accordance with organisational guidelines

Manage performance outcomes to provide rewards, take corrective actions against poor performance or address performance gaps, in accordance with organisational guidelines



The ability to:

Propose improvements to identified performance gaps, in accordance with organisational guidelines

Provide feedback to encourage staff development, in accordance with organisational guidelines



The ability to:

Comply with code of ethics when conducting staff performance appraisals and assessment decisions, in accordance with organisational guidelines

Learning to Learn


The ability to:

Engage in self-reflection to review effectiveness of processes for conducting staff performance assessment

Update own learning in staff performance assessment processes by subscribing to diverse learning channels and gathering feedback from relevant stakeholders


(where applicable)


N/A

Version Control

Version

Date

Changes Made

Edited by

HAS-DEV-5002-1.1

1-Sep-16

Initial Version

WDA and STB

Skill Code

LPM-RLT-401C-0

Skill Category

People and Relationship Management

Skill Sub-Category

(where applicable)

N/A

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



The ability to:

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



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

Learning to Learn


The ability to:

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


(where applicable)


N/A

Version Control

Version

Date

Changes Made

Edited by

LPM-RLT-401C-0

1-Sep-16

Initial Version

WDA and STB

Skill Code

ES-PMD-404G-1

Skill Category


Skill Sub-Category

(where applicable)

N/A

Skill

Contribute towards a Learning Organisation

Skill Description

This skill describes the ability to analyse employability issues for self and the organisation in the local and global contexts. It also includes contributing to the development of a learning organisation that can operate effectively in the knowledge-based economy as well as adapt to change and diversity.




Changes to work requirements and expectations in both local and global contexts

Methods to acquire skills and knowledge for the organisation

Types of skills and knowledge required by an organisation and methods to acquire them to stay competitive in the global context

Advantages and disadvantages of the various types of assessment methods to conduct training and development needs analysis

Strategies to enhance employees receptiveness to training

Types of learning styles, learning theories and learning motivation theories

Motivational factors to learn for self and organisation

Benefits of a learning organisation culture

Types and stages of changes arising from the external environment and their characteristics

Types of strategies that can assist an organisation to adapt to change

Ways in which the types of strategies for managing and synergising diversity can contribute to organisational effectiveness



The ability to:

Evaluate information gathered from the news media to determine relevant issues and trends that affect the organisation both in the local and global contexts

Evaluate the implications of global competitiveness on ones job and organisation

Establish and evaluate systems for facilitating transfer of knowledge and skills within an organisation

Establish and evaluate learning opportunities, resources and knowledge management infrastructure in an organisation



The ability to:

Analyse and adopt suitable approaches for organisational change

Develop strategies to assist an organisation to adapt to change



The ability to:

Manage and synergise diversity of the various groups for organisational effectiveness

Learning to Learn


The ability to:

Conduct training and development needs analysis using appropriate assessment methods and set learning goals for self and organisation

Conduct learning style analysis to identify learning styles of self and staff to ensure the effective acquisition and transfer of knowledge and skills within the organisation


(where applicable)


N/A

Version Control

Version

Date

Changes Made

Edited by

ES-PMD-404G-1

1-Sep-16

Initial Version

WDA and STB

Skill Code

ES-PMD-405G-1

Skill Category


Skill Sub-Category

(where applicable)

N/A

Skill

Manage Workplace Challenges with Resilience

Skill Description

This skill describes the ability to apply resilience techniques to manage challenges. It also includes assessing ones personal as well as the organisations level of resilience.




Concept of resilience

Importance of resilience to an individual and/or an organisation

Types of assessment tools and methods to assess level of resilience

Characteristics of assessment tools and methods used to assess level of resilience

Methods for development of resilience

Characteristics of the various methods for development of resilience



The ability to:

Assess the level of resilience at the individual and/or organisational level and its effects on achieving desired outcomes according to methods set

Apply resilience techniques to manage challenging circumstances at the individual and/or organisational level



The ability to:

Examine the areas for development in resilience of the individual and/or organisation to achieve desired outcomes



The ability to:

Seek support from others when dealing with challenging situations

Learning to Learn


The ability to:

Reflect on opportunities to learn and renew oneself to bolster resilience


(where applicable)


Concept of resilience must include:

Definition of resilience from individual and/or organisation perspective

Psychology of resilience includes:

Cognitive

Neurophysiology

Psychoneuroimmunology

Domains of resilience must include:

Individuals perspective includes:

Being in control to influence whatever happens next

Assuming ownership to improve the situation, regardless of ones formal responsibilities

Being optimistic

Able to surmount stressful situations and emerge stronger thereafter

Able to adapt ones thinking to the situation at hand e.g. taking anothers point of view, able to see things from a different perspective, able to see difficulties as challenges, etc.

Able to use humour to get through difficult circumstances

Able to accept that something has happened and moving on to deal with it

Able to persevere and endure adverse

Able maintain composure and a healthy level of physical and psychological wellness in the face of challenges.

Able to contain setbacks in one aspect from spilling over to other professional or personal aspects

Able to acquire resources to move on in challenges and reach ones full potential

Organisational perspective includes:

Systems in place to ensure business continuity

Diversification of business activities to mitigate risks

Flexible systems and processes

Strong leadership

Responsiveness to operating environment

Systems to generate and protect business resources e.g. supply chains, financial and human resources

Systems and tools in place to train, maintain and track resilient individuals and teams

Factors affecting the level of resilience must include:

An individuals level of resilience must include:

Nature of occupation e.g. fast-paced, dynamic vs. stagnant, predictable & routine

Personality and traits

Life experiences

Wellness of ones mind, spirit, body, etcetera

An organisations level of resilience includes:

Culture

Leadership

Systems and processes

Investment in training and development of staff

Resilience techniques must include:

Practising/ internalizing resilient behaviours must include:Not giving up and persisting in achieving goals despite the difficulties

Being decisive and able to make sound decisions despite uncertainties and pressures

Staying composed and positive in times of difficulty

Thinking clearly and staying focused under pressure

Recognising how your feelings affect performance and understanding how it affects your relationship with stakeholders, team members, customers, and in turn affects organisational performance

Distinguishing personal and professional outcomes

Responding to changes and situations with a positive and open mind

Creating a supportive culture within an organisation

Coaching others through difficulties

Recognising stress symptoms before they become an issue

Engaging in activities to maintain the well-being of ones mind, spirit and body

Controlling unwanted thoughts and emotional reactions

Formulating an action plan to develop resilience at the individual and/or organisational level, with components of an action plan to develop resilience at

The individual level must include:

Measurement/ outcome indicators to track development in resilience

Areas for development in resilience

Methods/ tools for collecting feedback on level of resilience

Schedule of timelines

Resources e.g. physical, financial required

Possible methods to develop resilience, such as:

Using journals to list and challenge limiting beliefs

Attending courses

Building a strong support network through nurturing strong and positive relationships, getting involved in community and volunteer work, or joining a faith or spiritual community

Building long-term stress resilience and reduce situational stress throughout the day

Sharing and exchanging stories

Setting progressive and incremental goals to build self confidence in specific areas

Reflecting on past experiences and using them to positively reframe future experiences

Practising relaxation techniques that can include imagery and breathing techniques

Applying nutritional strategies for boosting vitality, motivation and productivity

Applying learned optimism techniques

Applying problem-solving and decision-making techniques to make sound decisions despite uncertainties and pressures

Controlling unwanted thoughts and emotional reactions

The organisational level must include:

Measurement/ outcome indicators to track development in resilience

Areas for development in resilience

Methods/ tools for collecting feedback on level of resilience

Schedule of timelines

Resources e.g. manpower, financial, logistics required

Plan to stakeholders

Possible methods to develop resilience, such as:

Encouraging innovation and experimentation

Implementing systems to ensure business continuity

Diversifying business activities to mitigate risks

Introducing systems and processes to enhance organisations flexibility and adaptability and to generate and protect business resources e.g. supply chains, financial and human resources

Leadership development programmes

Implementing scenario analysis and planning to enhance organisations responsiveness to operating environment

Investment in training and development for staff at all levels

Introducing culture-building and awareness programmes

Implementing communication and engagement sessions with staff at all levels

Implementing alternative work practices e.g. flexible working arrangements, empowerment of decision-making, et cetera

Implementing staff welfare programmes such as exercise days, staff bonding events, et cetera

Version Control

Version

Date

Changes Made

Edited by

ES-PMD-405G-1

1-Sep-16

Initial Version

WDA and STB

Skill Code

BM-SPI-402E-1

Skill Category

Planning and Implementation

Skill Sub-Category

(where applicable)

N/A

Skill

Manage and Review Systems and Processes

Skill Description

This skill describes the ability to manage, review and evaluate systems and processes with a view for enhancements. It also includes gathering of feedback and developing solutions to close gaps and to make improvements.




Different tiers of systems and processes within the organisation

Tools and methodologies to review systems and processes



The ability to:

Manage systems and processes to meet organisational guidelines and policies



The ability to:

Review and evaluate systems and processes in accordance with organisational policies to identify areas for improvement

Develop and establish solutions to gaps and areas of improvement to further enhance organisational systems and processes



The ability to:

Adhere to organisational code of conduct, values and ethics when managing and reviewing systems and processes to ensure continued efficiency of organisational business processes

Learning to Learn


The ability to:

Keep abreast of best practices in managing systems and processes by subscribing to diverse learning channels and participating in peer discussion platforms to enhance own knowledge for workplace application


(where applicable)


N/A

Version Control

Version

Date

Changes Made

Edited by

BM-SPI-402E-1

1-Sep-16

Initial Version

WDA and STB

Skill Code

HAS-REM-5001-1.1

Skill Category

Reservations Management

Skill Sub-Category

(where applicable)

N/A

Skill

Manage Reservation Services

Skill Description

This skill describes the ability to manage resource planning to meet business function requirements. It also includes identifying resource needs, acquiring and allocating resources, reviewing resource utilisation and assessing resource allocation outcomes with a view to achieve optimal resource allocation.




Types of resources

Outcomes of effective resource allocation

Relevant stakeholders to consider during resource planning



The ability to:

Determine resource needs to ensure successful implementation of business function strategy

Acquire and allocate resources to support execution of business function strategy



The ability to:

Monitor and review resource usage to determine sufficiency and optimal utilisation of resources

Assess resource allocation outcomes and reallocate resources to meet business function strategy requirements



The ability to:

Adhere to organisational code of conduct, values and ethics to ensure appropriate and optimal utilisation of resources to support business function strategy

Learning to Learn


The ability to:

Engage in regular reflective practice to assess how the utilisation resources can be further improved to ensure optimal use


(where applicable)


N/A

Version Control

Version

Date

Changes Made

Edited by

HAS-REM-5001-1.1

1-Sep-16

Initial Version

WDA and STB

Skill Code

HAS-REV-5001-1.1

Skill Category

Revenue Management

Skill Sub-Category

(where applicable)

N/A

Skill

Implement Revenue Management Strategies

Skill Description

This skill describes the ability to acquire knowledge on the organisations revenue management strategies by applying pricing and capacity controls, performing group displacement analysis and implementing changes to revenue management tactics.




Sources of information on organisations revenue management strategies and competitive set

Guidelines for accessing information on organisations revenue management strategies

Types of rate codes and rate fences in organisations rate structure

Individual and group capacity control techniques

Group displacement analysis

Organisations group business mix strategies

Organisational procedures for confirming groups and recommending alternatives

Types and significance of revenue management tactics



The ability to:

Identify and access sources of information on the organisations revenue management strategies, in accordance with organisational requirements

Perform configuration of rate codes for specific distribution channels, in accordance with organisational procedures

Implement rate fences in accordance with organisational procedures

Perform monitoring of rates set by the organisation and organisations competitive set, in accordance with organisational procedures

Adhere to organisations policies and procedures relating to capacity control

Apply individual and group capacity control techniques for various distribution channels, in accordance with organisational procedures and policies

Conduct group displacement analysis on fixed and non-fixed pricing group enquiries, in accordance with organisational procedures

Perform confirmation of group, based on set group business mix strategies, in accordance with organisational policy

Perform implementation, and analysis on impact, of changes, in accordance with organisational procedures



The ability to:

Keep updated with changes on organisations revenue management strategies, in accordance with organisational requirements

Conduct investigations and report pricing set by competitive set, where necessary, in accordance with organisational procedures

Recommend alternatives for group enquiries and bookings that cannot be accepted, in accordance with organisational policies and guidelines



N/A

Learning to Learn


The ability to:

Seek feedback from head of department on performance in implementing revenue management strategies and capacity control techniques


(where applicable)


N/A

Version Control

Version

Date

Changes Made

Edited by

HAS-REV-5001-1.1

1-Sep-16

Initial Version

WDA and STB

Skill Code

HAS-REV-5002-1.1

Skill Category

Revenue Management

Skill Sub-Category

(where applicable)

N/A

Skill

Manage Distribution Channels and Revenue Optimisation Strategies

Skill Description

This skill describes the ability to manage and evaluate contributions generated by channel management strategies, pricing techniques, distribution channels and partners, to maximise revenue for the organisation. It also includes managing rates and restrictions across key channels and switches, and performing forecasts for the organisation.




Distribution channels and channel cost analyses

Organisation's distribution landscape, associated technologies and systems used

Organisation's segmentation and distribution strategies

Business models associated with each distribution channel

Organisation's competitor set

Impact of distribution models on profitability, creating the optimal zone of distribution

Overbooking strategies



The ability to:

Determine key players and suitable distribution channels to help maximise revenue

Evaluate cost per booking for each distribution channel, and assess profitability per booking

Create distribution channel strategies to ensure optimal channel mix and profitability, according to demand

Analyse cost implications of the business models in long- and short-term

Optimise OTA placements and demand

Evaluate third-party and website booking models in distribution



The ability to:

Perform evaluations by linking forecasts to budget, operations and sales and marketing plans

Propose alignment of goals and incentives, and how to integrate other profit centres into revenue strategies



The ability to:

Influence stakeholders to collaborate in adopting revenue management strategies for optimisation

Learning to Learn


The ability to:

Seek feedback from head of department on techniques in evaluation and management of distribution channels

Engage in self-reflection on the evaluation and recommendation of strategies


(where applicable)


N/A

Version Control

Version

Date

Changes Made

Edited by

HAS-REV-5002-1.1

1-Sep-16

Initial Version

WDA and STB

Skill Code

BM-SM-303E-1

Skill Category

Sales and Marketing

Skill Sub-Category

(where applicable)

N/A

Skill

Analyse the Impact of Customer Behaviour on Sales and Marketing Strategies

Skill Description

This skill describes the ability to analyse customer behaviour and the potential implications on sales and marketing strategies. It also includes reporting of findings to relevant stakeholders for review.




Types of customers

Steps in customer decision-making process

Theories of customer behaviour

Types of buying behaviour



The ability to:

Identify and assess factors influencing customer behaviour to support the development of sales and marketing strategies

Analyse customer buying roles and decision processes to support the development of sales and marketing strategies

Analyse customer behaviour to determine their responses to sales and marketing strategies

Report findings to relevant stakeholders for review in accordance with organisational procedures



The ability to:

Evaluate report findings to make improvements



The ability to:

Present report findings using appropriate formats to meet the needs and expectations of stakeholders

Learning to Learn


The ability to:

Seek feedback from supervisors on areas for improvement on the analysis conducted to close existing gaps


(where applicable)


N/A

Version Control

Version

Date

Changes Made

Edited by

BM-SM-303E-1

1-Sep-16

Initial Version

WDA and STB

2

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 ones area of work. It involves the continual inspection of ones knowledge, analytical, application, adaptive, innovative and social skills that are needed to perform the work optimally and/or solve problems effectively.

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