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SKILLS FRAMEWORK FOR HOTEL AND ACCOMMODATION SERVICES

SKILLS STANDARDS FOR

LAUNDRY MANAGER

Occupation: Laundry Manager

Occupation Description:

The Laundry Manager controls and oversees all laundry operators, supplies and materials to ensure maximum efficiency in the performance of the housekeeping department. He/She ensures that the laundry equipment is well-maintained to function properly. He/She works effectively with engineering, maintenance and other relevant departments or sections to ensure smooth operations daily.

The Laundry Manager manages the department budget and expenses to ensure that operational needs and financial objectives of the hotel are met. He/She must ensure the departments compliance with all policies, standards and procedures.

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

LAUNDRY MANAGER

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

1

The skills expected of the Laundry 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

Change Management

4. Facilitate Innovation and Lead Team Leaders to Implement Change

Communications

5. Conduct Interviews

Customer Experience

6. Develop Service Recovery Framework

Finance

7. Review and Implement Financial Controls

Housekeeping Operations

8. Manage Laundry Operations

9. Manage Linen and Uniform Room Operations

Infocomm Technology

10. Apply Workplace Information and Communication Technology (ICT)

Information and Results

11. Analyse Service Quality and Customer Satisfaction

Innovation

12. Manage Innovation in the Business Function

Leadership

13. Lead Team Leaders to Develop Business Strategies and Governance Management

People and Relationship Management

14. Develop a Work Team

15. Lead Workplace Communication and Engagement

Personal Management and Development

16. Contribute Towards a Learning Organisation

17. Manage Workplace Challenges with Resilience

Planning and Implementation

18. Develop Service Operations

19. Manage and Review Systems and Processes

20. Provide Information for Management Decision Making

Results Achievement

21. Monitor and Reward Performance Across Teams to Manage Achievement of Results

Risk Management

22. Manage Loss/Risk Prevention

Workplace Safety and Health

23. Manage Workplace Safety and Health System

3

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

The ability to:

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

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

Social Intelligence and Ethics

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

It 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:

Engage and encourage employees to participate in the productivity improvement initiative

Provide necessary training to prepare stakeholders to implement the productivity framework

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

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



N/A

(where applicable)


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



N/A

(where applicable)


Version Control

Version

Date

Changes Made

Edited by

BM-BCM-407E-1

1-Sep-16

Initial Version

WDA and STB

Skill Code

LPM-CHG-401C-0

Skill Category

Change Management

Skill Sub-Category

(where applicable)

N/A

Skill

Facilitate Innovation and Lead Team Leaders to Implement Change

Skill Description

This skill describes the ability to work with team leaders to manage change processes. It also includes facilitating innovation at the workplace, implementing change strategies and processes and evaluating the impact of change.




Legal and ethical considerations relating to change management

Organisational policies and procedures relating to the change management

Relevant professional or industry codes of practice and standards relating to change management

Key concepts and importance of a learning organisation in relation to organisational change

Theories and principles of change management

The differences between and attributes of positive and negative risks



The ability to:

Support enterprising behaviour and risk taking among team leaders by modelling enterprising behaviours and rewarding innovation to encourage desired behaviours

Assign roles and responsibilities to implement change strategies and processes

Identify systems and behaviours that may support or limit implementation activities to facilitate implementation

Work with team leaders to anticipate and plan for predictable consequences of change by applying systems thinking

Analyse data and feedback from team leaders to establish trends and identify actions and resources required to ensure change processes generate required benefits


The ability to:

Identify opportunities for growth or improvement based on current achievements

Develop and review systems to share learnings from change implementation processes to guide future actions for improvement



The ability to:

Demonstrate empathy by acknowledging and addressing the feelings and perspectives of team leaders arising from the impact of change implementation to ensure individual needs are addressed


Learning to Learn

The ability to:

Identify competencies to help individuals and teams to respond positively to change

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



N/A

(where applicable)


Version Control

Version

Date

Changes Made

Edited by

LPM-CHG-401C-0

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 structure

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



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

(where applicable)


Version Control

Version

Date

Changes Made

Edited by

BM-COM-403E-1

1-Sep-16

Initial Version

WDA and STB

Skill Code

SVCF-CS-402C-1

Skill Category

Customer Experience

Skill Sub-Category

(where applicable)

N/A

Skill

Develop Service Recovery Framework

Skill Description

This skill describes the ability to develop a service recovery framework. It also includes analysing service challenges to ascertain service delivery gaps, developing a service recovery framework, cascading the service recovery procedures to staff and evaluating the impact of the strategies.



Sources of information on service challenges

Methods to analyse service challenges

Components of a service recovery framework

Methods to cascade service recovery policies and procedures to stakeholders

Criteria to evaluate effectiveness of service recovery framework



The ability to:

Analyse service challenges to ascertain service delivery gaps

Analyse data on service challenges with organisations key performance indicators and industry benchmarks to ascertain gaps

Develop service recovery framework to address service delivery gaps

Incorporate service recovery framework in employee handbooks and as part of service teams orientation programme



The ability to:

Evaluate the effectiveness of service recovery strategies to improve strategies



The ability to:

Cascade service recovery framework to stakeholders

Communicate service recovery framework to service team

Conduct focus group discussions with service team to solicit feedback on service challenges


Learning to Learn

The ability to:

Review best practices in service recovery to benchmark organisations framework



A service recovery framework consists of organisational strategies, policies and procedures, and guidelines to manage and respond to service challenges. Effective service recovery occurs when an organisation is able to solve a service challenge, make restitution, or regain trust following a breakdown in service delivery.

Components of service recovery framework must include:

Organisations guidelines, which must include:

Organisations vision, mission and values

Service vision

Service brand

Service standards

Service recovery strategies which must include:

Understanding the customers needs and expectations and its impact on the organisation

Being aware of potential service challenges that might occur during service delivery

Implementing clear escalation paths and decision-making processes for the resolution of service challenges

Empowering front-line employees to make decisions within their limits of authority

Introducing compensation framework for customer compensation

Service recovery procedures which must include:

Listening to the customer to identify the cause of the service challenge

Using verbal and non-verbal communication to address service challenge

Apologising to the customer immediately

Taking immediate action to resolve the situation

Showing empathy

Conducting follow-up with customer

Working towards mutually acceptable resolutions to escalated service challenges

Feedback channels for customers

Service quality and customer satisfaction measures to analyse service challenges

(where applicable)


Version Control

Version

Date

Changes Made

Edited by

SVCF-CS-402C-1

1-Sep-16

Initial Version

WDA and STB

Skill Code

BM-FIN-409E-1

Skill Category

Finance

Skill Sub-Category

(where applicable)

N/A

Skill

Review and Implement Financial Controls

Skill Description

This skill describes the ability to review and implement financial controls for organisational compliance. It also includes evaluating, refining, implementing and monitoring financial controls and reporting findings to management.



Objectives of financial controls

Types of internal controls

Considerations in applying components of internal control when reviewing financial controls

Control activities within each financial process and their importance

Limitations of the financial controls

Elements to audit financial controls internally



The ability to:

Evaluate financial controls to ensure alignment to financial policies

Implement financial controls in accordance with sound bookkeeping practices to ensure alignment to required practices

Monitor the implementation of financial controls to track discrepancies and report findings to management

Facilitate compliance of financial controls to meet the requirements of relevant management standards, regulations and legislation



The ability to:

Refine financial controls in consultation with immediate supervisors to ensure achievement of financial reporting objectives



The ability to:

Adhere to organisational and professional code of conduct, values and ethics when reviewing and implementing financial controls to ensure compliance to relevant management standards, regulations and legislation


Learning to Learn

The ability to:

Keep abreast of financial management standards, regulations and legislation by subscribing to various information channels to ensure organisational financial controls are aligned to latest requirements



N/A

(where applicable)


Version Control

Version

Date

Changes Made

Edited by

BM-FIN-409E-1

1-Sep-16

Initial Version

WDA and STB

Skill Code

HAS-HKO-5002-1.1

Skill Category


Skill Sub-Category

(where applicable)

N/A

Skill

Manage Laundry Operations

Skill Description

This skill describes the ability to organise resources for managing daily laundry operations, evaluating operational results against organisational objectives and managing escalated stakeholders complaints. It also includes recommending and implementing improvement actions to comply with legal requirements.




Resource planning in support of delivery of laundry services

Types and usages of chemical and laundry equipment

Characteristics of textile fibres

Quality Control (QC) tools

Techniques of root cause analysis (Analysis)

Techniques for service recovery

Key performance indicators (KPIs)

Techniques for evaluating operational results

Guidelines for maintaining safe work areas in accordance with the Workplace Safety and Health Act


The ability to:

Evaluate daily operational needs and organise resources for managing laundry operations

Resolve laundry delivery issues

Manage unresolved escalated stakeholders complaints

Implement approved improvement actions



N/A



The ability to:

Demonstrate fairness in decision-making when supervising housekeeping operations


Learning to Learn

The ability to:

Participate in discussions with stakeholders on redeployment of resources to meet organisational objectives



N/A

(where applicable)


Version Control

Version

Date

Changes Made

Edited by

HAS-HKO-5002-1.1

1-Sep-16

Initial Version

WDA and STB

Skill Code

HAS-HKO-5003-1.1

Skill Category


Skill Sub-Category

(where applicable)

N/A

Skill

Manage Linen and Uniform Room Operations

Skill Description

This skill describes the ability to manage, monitor and review linen and uniform room operations. It also includes resolving concerns and feedback escalation from staff and other departments.




Property Management System (PMS)

Guidelines for conducting staff briefings

Guidelines for maintaining safe work areas, in accordance with the Workplace Safety and Health Act

Methods of monitoring linen and uniform room operations and staff interactions with other departments

Methods of checking utilisation of linen and uniforms

Strategies to resolve irregularities related to linen and uniform room operations


The ability to:

Monitor linen and uniform room operations

Resolve concerns and feedback escalation from staff and other departments

Review linen and uniform room operations



N/A



The ability to:

Demonstrate fairness in decision-making when supervising housekeeping operations


Learning to Learn

The ability to:

Participate in discussions with stakeholders on redeployment of resources to meet organisational objectives



N/A

(where applicable)


Version Control

Version

Date

Changes Made

Edited by

HAS-HKO-5003-1.1

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



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

(where applicable)


Version Control

Version

Date

Changes Made

Edited by

ES-FSI-402G-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



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

(where applicable)


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



N/A

(where applicable)


Version Control

Version

Date

Changes Made

Edited by

BM-IM-401E-1

1-Sep-16

Initial Version

WDA and STB

Skill Code

LPM-VIS-401C-0

Skill Category

Leadership

Skill Sub-Category

(where applicable)

N/A

Skill

Lead Teams Leaders to Develop Business Strategies and Governance Management

Skill Description

This skill describes the ability to lead team leaders in the development of business unit strategies, operational plans and corporate governance management to meet organisational needs. It also includes providing direction and guidance to team leaders through regular engagement, modelling of leadership and expected behaviours.




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

The relationship between high level strategy the development and implementation of business systems and processes to support corporate governance

Organisational policies and procedures relating to the development of departmental or business unit strategies, and corporate governance compliance management

Legal and ethical considerations relating to corporate governance

Relevant professional or industry codes of practice and standards relating to corporate governance

Implications and impact on employees and the organisation arising from team planning process and corporate governance management process



The ability to:

Facilitate team leaders involvement in the development of departmental or business unit strategies to achieve business objectives

Lead team leaders to identify trends and issues impacting team performance and develop team operational plans to achieve team objectives

Communicate organisational values and expectations of behaviour in the workplace to guide team leaders in their behaviour and performance

Engage regularly with team leaders to provide the required support to achieve business unit goals

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


The ability to:

Develop and modify systems and processes to improve compliance management on corporate governance and social responsibilities requirements



The ability to:

Communicate departmental or business unit strategic priorities to stakeholders to garner their support and buy-in

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


Learning to Learn

The ability to:

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

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



N/A

(where applicable)


Version Control

Version

Date

Changes Made

Edited by

LPM-VIS-401C-0

1-Sep-16

Initial Version

WDA and STB

Skill Code

ES-IP-402G-1

Skill Category


Skill Sub-Category

(where applicable)

N/A

Skill

Develop a Work Team

Skill Description

This skill describes the ability to establish teams and allocate resources in achieving organisational goals. It also includes cultivating open communication for teamwork and evaluating the progress of the team.




Critical factors in building a high performance team

Characteristics and impact of team synergy on team performance

Techniques for team building and development

Coaching process aligned to organisational vision and business goals

Platforms and tools to create opportunities for team members to contribute ideas and skills

Components of systems to recognise contributions of team members

Implications of diversity issues on coaching

Components of systems for development of staff

Motivational theories related to rewards and recognition for staff

Ways to determine trends in team performance



The ability to

Analyse the types of teams required and their value in achieving organisational goals

Identify and elect work team members and align roles, responsibilities, objectives and expectations of the work team to organisational goals

Delegate tasks and allocate resources to facilitate work team towards the achievement of goals and objectives, taking into consideration diversity issues

Evaluate impact of task and role delegation among team members on team synergy and make adjustments where necessary in accordance to criteria set

Encourage teamwork and foster commitment and sense of ownership among team members based on team building and development techniques

Assess the barriers to group interaction and communication and establish infrastructure to facilitate knowledge management and work team coaching which is aligned to organisational vision and business goals:


The ability to:

Monitor and evaluate team progress and performance in achievement of goals and objectives



The ability to:

Communicate the roles, responsibilities, objectives and expectations to the work team and empower team members to accomplish them

Communicate feedback to team using the most suitable means and data and provide recommendations to improve performance

Recognise and reward team work and performance taking into consideration implications of diversity issues


Learning to Learn

The ability to:

Seek feedback from peers and supervisors to improve own future performance



N/A

(where applicable)


Version Control

Version

Date

Changes Made

Edited by

ES-IP-402G-1

1-Sep-16

Initial Version

WDA and STB

Skill Code

ES-IP-401G-1

Skill Category


Skill Sub-Category

(where applicable)

N/A

Skill

Lead Workplace Communication and Engagement

Skill Description

This skill describes the ability to lead workplace communication through the implementation of communication strategies and mechanisms. It also includes using negotiation strategies to achieve organisational goals and win-win outcomes.




Communication strategies, tools and methods associated with the various communication mechanisms to meet organisational goals and objectives and their features

Types and dimensions of organisational culture and their characteristics

Dimensions of conflict or dispute

Desired goals to be achieved as a outcome of negotiation

Motivations, priorities, interests and inclinations of stakeholders involved in a negotiation

Importance of considering cultural factors and various diversity issues that affect the communication in a negotiation process

Factors affecting the prioritising of goals and evaluation of possible trade-offs

Steps to develop relevant details and supporting arguments for negotiation

Negotiation styles and tactics for countering other partys style and their characteristics

Sources of power, conflict and obstacles to a successful negotiation and their implications in a negotiation



The ability to:

Conduct research on best practices in workplace communication, evaluate their suitability for adoption and establish benchmarks for the organisation

Develop communications plan to implement communication strategies and mechanisms to meet organisational goals and objectives

Evaluate employees level of acceptance of organisations vision, mission and core values and take corrective actions where needed

Evaluate effectiveness of communication strategies and mechanisms and implementation plan according to criteria set

Establish the actual causes of conflict or dispute and plan for negotiation taking into account organisational goals and objectives

Assess negotiation situation and develop negotiation strategies taking into consideration diversity issues

Evaluate negotiation process and delegate appropriate follow-up actions in a timely manner based on accurate and objective analytical techniques


The ability to:

Evaluate gaps and barriers in workplace communication based on determined benchmarks and establish communication strategies and mechanisms that meet organisational goals and objectives



The ability to:

Use communication strategies to influence organisational culture and motivate employees to commit to the organisations vision, mission and core values

Conduct negotiation to achieve organisational goals and win-win outcomes by applying negotiation strategies and effective communication skills


Learning to Learn

The ability to:

Reflect on gaps in own communication and negotiation style to make adjustments for future interactions



N/A

(where applicable)


Version Control

Version

Date

Changes Made

Edited by

ES-IP-401G-1

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



N/A

(where applicable)


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



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 situations

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, et cetera

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

(where applicable)


Version Control

Version

Date

Changes Made

Edited by

ES-PMD-405G-1

1-Sep-16

Initial Version

WDA and STB

Skill Code

SVCF-PL-401C-1

Skill Category


Skill Sub-Category

(where applicable)

N/A

Skill

Develop Service Operations

Skill Description

This skill describes the ability to develop a service operations plan in order to deliver service excellence. It also includes evaluating the plan against key performance indicators and implementing corrective actions to improve performance.



Organisations customer-focused strategy

Platforms to communicate the service operations plan

Methods to evaluate performance of service operations

Types of corrective actions to improve service operations performance



The ability to:

Develop service operations plan in accordance with the organisations customer-focused strategy

Analyse organisations performance data against key performance indicators and industry benchmarks to ascertain gaps

Implement corrective actions to improve service operations performance



The ability to:

Propose areas of improvement to enhance organisations operations performance and efficiency



The ability to:

Communicate service operations plan to team at appropriate platforms

Seek key stakeholders endorsement on improvements to operations plan


Learning to Learn

The ability to:

Explore best practices in resource allocation through industry networks and research with a view to enhancing own ability to allocate resources more efficiently and effectively



A service operations plan is a roadmap for an organisation that charts out the key organisational functions and resources which are required in order to meet, or exceed, the expectations of customers. This must include:

Organisations short-term and long-term goals

Workflow processes and standard operating procedures for implementation of service operations

Workflow processes and standard operating procedures for working with customer service centres, which must include:

Call centres

Online sales and service centres

Mail order operations

After sales service and repair centres

Technical support units

Measures to manage high volume customer traffic which must include:

Customer queue management systems

Technology to enable customers to independently access information and services

Budget and resources required to implement service operations

Potential risks and mitigating actions to manage the risks

Service recovery plans

Contingency plans

Service operations performance standards

An organisations customer-focused strategy sets out the direction for an organisation which puts the customer at the centre of business decisions to achieve the organisations vision, mission and values.

Communicating the service operations plan must include communicating the organisations:

Customer-focused strategy

Service operations guideline

Service standards

Service recovery framework

(where applicable)


Version Control

Version

Date

Changes Made

Edited by

SVCF-PL-401C-1

1-Sep-16

Initial Version

WDA and STB

Skill Code

BM-SPI-402E-1

Skill Category


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



N/A

(where applicable)


Version Control

Version

Date

Changes Made

Edited by

BM-SPI-402E-1

1-Sep-16

Initial Version

WDA and STB

Skill Code

BM-SPI-401E-1

Skill Category


Skill Sub-Category

(where applicable)

N/A

Skill

Provide Information for Management Decision Making

Skill Description

This skill describes the ability to provide information to management to facilitate decision-making. It also includes identifying and analysing information, updating management on issues requiring decision-making and making recommendations to facilitate decision-making.



Types of management decisions

Sources of information

Relevant stakeholders affected by management decisions



The ability to:

Identify information needed for management decision-making to facilitate decision-making process

Find and analyse necessary information to seek management inputs

Determine relevant measures to monitor outcomes of management decisions

Update and inform management on business issues that require management decisions to seek managements direction



The ability to:

Substantiate and make recommendations on business issues to management to facilitate decision-making



The ability to:

Acknowledge management's views and focus to influence management in their decision making to attain the intended objective


Learning to Learn

The ability to:

Improve own capability in information gathering and analysis by subscribing to diverse learning channels to enhance workplace performance



N/A

(where applicable)


Version Control

Version

Date

Changes Made

Edited by

BM-SPI-401E-1

1-Sep-16

Initial Version

WDA and STB

Skill Code

LPM-RES-401C-0

Skill Category

Results Achievement

Skill Sub-Category

(where applicable)

N/A

Skill

Monitor and Reward Performance Across Teams to Manage Achievement of Results

Skill Description

This skill describes the ability to guide team leaders in the development and implementation of team plans to meet business objectives. It also includes managing team performance to achieve business results and rewarding team performance.




Organisational policies and procedures relating to development of team plans, identification and management of risks, remuneration and performance management

Legal and ethical considerations relating to the management and reward of team performance

Relevant professional or industry codes of practice and standards relating to remuneration and performance management

The relationship between business objectives and the development and implementation of business plans and processes at the departmental level

The relationship between high level strategy and the development and implementation of performance management plans and processes at the departmental level

Implications and impact on employees and the organisation arising from team planning process, risk management processes, remuneration and performance management processes

Theories and concepts on performance management and incentives

Market trends and developments in relation to remuneration and performance management



The ability to:

Work with team leaders to develop team plans in accordance to expected performance

Identify, request and allocate resources required for teams to implement the team plans

Identify the success criteria to evaluate team performance

Provide regular feedback to team leaders to maintain awareness of expected and actual performance to make improvement

Manage and reward team leader performance in accordance with organisational policies and procedures to achieve expected performance

Support team leaders to manage issues relating to employee performance to achieve team results


The ability to:

Identify and monitor potential risks of strategic impact to business objectives to develop mitigation strategies

Gather and analyse data on team performance using appropriate methods and prepare recommendations to enhance future activities and performance of the team



The ability to:

Consult stakeholders to obtain inputs and garner support on team plans

Assess emotional states of team leaders and respond appropriately to emotional cues when managing performance across teams to ensure individual needs are addressed


Learning to Learn

The ability to:

Keep abreast of performance management processes by subscribing to diverse learning channels and participating in peer discussions to enhance own competence in managing performance management



N/A

(where applicable)


Version Control

Version

Date

Changes Made

Edited by

LPM-RES-401C-0

1-Sep-16

Initial Version

WDA and STB

Skill Code

HAS-RIM-5002-1.1

Skill Category

Risk Management

Skill Sub-Category

(where applicable)

N/A

Skill

Manage Loss/Risk Prevention

Skill Description

This skill describes the ability to identify causes, areas and perpetrators of potential loss and risk and review safety, privacy and security practices. It also includes managing inspection activities, measures and mitigation actions to minimise loss and risk, handling exceptional cases and implementing changes to meet objectives.




Significance of loss and risk prevention

Significance of identifying potential safety or security concerns

Benefits of empowerment in the delegation of responsibilities

Investigation and disciplinary actions in exceptional cases

Criteria for setting targets for success

Importance of implementing changes after reviewing loss and risk policies and procedures

Guidelines for maintaining safe work areas, in accordance with the Workplace Safety and Health Act


The ability to:

Identify causes, areas and perpetrators of potential loss and risk

Review safety, privacy and security practices with relevant stakeholders

Manage inspection activities and mitigation actions to minimise loss and risk

Handle exceptional cases via investigation and disciplinary actions

Review effectiveness of loss and risk policies and procedures, and implement changes



N/A



The ability to:

Influence others to be vigilant in safeguarding privacy and security of property, guests, customers and residents


Learning to Learn

The ability to:

Participate in discussions with stakeholders to improve on managing loss and risk prevention



N/A

(where applicable)


Version Control

Version

Date

Changes Made

Edited by

HAS-RIM-5002-1.1

1-Sep-16

Initial Version

WDA and STB

Skill Code

ES-JS-401G-1

Skill Category

Workplace Safety and Health

Skill Sub-Category

(where applicable)

N/A

Skill

Manage Workplace Safety and Health System

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