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SKILLS FRAMEWORK FOR HOTEL AND ACCOMMODATION SERVICESSKILLS STANDARDS FOR

ASSISTANT EXECUTIVE HOUSEKEEPER

Occupation: Assistant Executive Housekeeper

Occupation Description:

Reporting to the Executive Housekeeper or Director of Housekeeping, the Assistant Executive Housekeeper ensures consistently high operating standards in every area of housekeeping and laundry. He/She is responsible for the development of the team members so as to provide an exceptional experience for the guests.

The Assistant Executive Housekeeper implements effective stock and cost controls and adheres to the department budget. He/She is proficient with computers and computer programs and is familiar with workplace health, safety and hygiene regulatory requirements.

The Assistant Executive Housekeeper is an effective communicator and has a passion for delivering exceptional levels of guest services.

Important Points to Note about this Document

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

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

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SKILLS FRAMEWORK FOR HOTEL AND ACCOMMODATION SERVICES SKILLS STANDARDS FOR


The skills expected of the Assistant Executive Housekeeper are summarised as below:

Skill Category Skill

Analytical, Conceptual and Evaluative

1. Facilitate the Implementation of a Productivity Framework2. Solve Problems and Make Decisions at Managerial Level3. Support the Establishment of a Framework for Initiative and

Enterprise

Business Continuity Management

4. Manage Crisis Situations

Change Management

5. Facilitate Innovation and Lead Team Leaders to Implement Change

Communications 6. Conduct Interviews

Customer Experience

7. Develop Service Recovery Framework8. Manage the Service Brand

Finance 9. Review and Implement Financial Controls

Housekeeping Operations

10. Manage Housekeeping Operations

Infocomm Technology

11. Apply Workplace Information and Communication Technology (ICT)

Information and Results 12. Analyse Service Quality and Customer Satisfaction

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Innovation 13. Manage Innovation in the Business Function

Leadership14. Lead Team Leaders to Develop Business Strategies and

Governance Management

People and Relationship Management

15. Develop a Work Team16. Lead Workplace Communication and Engagement

Personal Management and Development

17. Contribute Towards a Learning Organisation18. Manage Workplace Challenges with Resilience

Planning and Implementation

19. Develop Service Operations20. Manage and Review Systems and Processes21. Provide Information for Management Decision-Making

Results Achievement

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

Risk Management 23. Manage Loss/Risk Prevention

Workplace Safety and Health

24. Manage Workplace Safety and Health System

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Skill Code ES-ACE-503G-1Skill Category

Analytical, Conceptual and Evaluative Skills

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 organisation’s 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

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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

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Learning to Learn

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

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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


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

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

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at work. solution at the workplace Formalise implemented solution as part of the organisation’s

current standard operating procedures Evaluate the effectiveness of the implemented solution and

implementation plan using appropriate techniques and criteria



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)

It refers to the critical circumstances and

N/A

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contexts that the skill may be demonstrated.

Version Control



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N/A

Skill Support the Establishment of a Framework for Initiative and Enterprise

Skill Description

This skill describes the ability to apply strategies to create, promote and sustain a culture of continuous improvement. It also includes identifying, evaluating and managing risks associated with improvement initiatives.




Managerial roles and responsibilities in developing an enterprising and self-directed workforce

Areas for continuous improvements in an organisation Steps to implement continuous improvement at the

workplace Common pitfalls in establishing an organisational culture of

continuous improvement Areas for operating guidelines, corporate policies and

strategies to support continuous improvement Resources required to encourage innovation in an

organisation Ways to prepare employees to think and initiate for

continuous improvement Activities and guidelines to promote and sustain innovation

and enterprise in an organisation Steps and strategies for managing risks



The ability to:

Develop an organisational culture of innovation, enterprise and continuous improvement in consultation with stakeholders

Develop enterprise actions and strategies to improve organisational growth

Establish a framework to track and evaluate improvement efforts at the workplace

Perform risk assessment of a new policy or management decision on organisational performance

Evaluate implications of risks on organisational performance using appropriate tools and techniques

Develop a framework for an enterprise risk management programme in an organisation

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Evaluate the effectiveness of the enterprise risk management programme in an organisation


The ability to:

Establish policies and strategies to promote initiative behaviour for continuous improvement at the workplace

Develop comprehensive policies that encourage innovation and enterprise

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:

Provide organisational leadership to promote and sustain innovation and enterprise by cultivating and empowering employees to release their untapped potential and creativity

Learning to Learn


The ability to:

Enhance and build skills for teams in the organisation to work together to make decisions, plan work and resolve differences

Engage in continuous self-assessment and review to enhance own skills to promote innovation and enterprise


(where applicable)


N/A

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Skill Code BM-BCM-407E-1Skill Category

Business Continuity Management


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


It refers to the ability to generate

The ability to:

Review crisis management process to identify areas for improvement

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


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

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

Range ofApplication

(where applicable)


N/A

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Version Control


BM-BCM-407E-1 1-Sep-16 Initial Version WDA and STB

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Skill Code LPM-CHG-401C-0Skill 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 risksApplication and Adaptation


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

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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)


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Version Control


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

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Skill Code BM-COM-403E-1Skill Category Communications


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.

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


Types of interviews Components of interview minutes Legal, regulatory, ethical and socio-cultural constraints

related to conducting interviews

Application and AdaptationIt 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:

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

Innovation and Value CreationIt 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 effectiveness of interviews to identify areas for improvement


The ability to:

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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


BM-COM-403E-1 1-Sep-16 Initial Version WDA and STB

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Skill Code SVCF-CS-402C-1Skill Category Customer

ExperienceSkill 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 organisation’s key

performance indicators and industry benchmarks to ascertain gaps

Develop service recovery framework to address service delivery gaps

Incorporate service recovery framework in employee handbooks and as part of service team’s orientation programme


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

The ability to:

Evaluate the effectiveness of service recovery strategies to improve strategies

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aligned to organisational goals.Social Intelligence and Ethics


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 organisation’s framework


(where applicable)


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

Components of service recovery framework must include: Organisation’s guidelines, which must include:

o Organisation’s vision, mission and valueso Service visiono Service brando 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

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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

Version Control


SVCF-CS-402C-1 1-Sep-16 Initial Version WDA and STB

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Skill Code SVCF-CS-401E-1Skill Category Customer

ExperienceSkill Sub-Category(where applicable) N/A

Skill Manage the Service Brand

Skill Description

This skill describes the ability to manage an organisation’s service brand, service brand guidelines and its impact. It also includes developing plans for corrective action and building the service team’s capability to understand the organisation’s service strategy.




Organisation’s service brand Organisation’s service brand guidelines Methods to implement the organisation’s service brand

guidelines Types of data related to service brand guidelines Method to analyse impact of service brand guidelines



The ability to:

Gather data related to service brand guidelines to analyse the impact of the service brand guidelines

Analyse gaps between organisation’s service data and service brand guidelines to determine root causes of performance issues

Develop an implementation plan for corrective action to enhance service brand performance

Implement corrective actions to enhance the performance of service brand guidelines



The ability to:

Track customer’s feedback on organisation’s service brand to identify areas of improvement

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The ability to:

Communicate the organisation’s service strategy and service brand to the team

Seek endorsement on implementation plan to enhance the organisation’s service brand

Learning to Learn


The ability to:

Enhance team’s understanding of the organisation’s service brand and service brand guidelines through formal and informal learning platforms


(where applicable)


An organisation’s service brand is the way an organisation seeks to identify itself. Service brands: Add depth and value to an organisation’s product offerings Display publicly the organisation’s culture and values

Service brand guidelines can be defined as activities or actions that support the organisation’s service brand, and are in line with the organisation’s vision, mission and values.

Gathering data related to service brand guidelines must include: Percentage of new customers of organisation’s product or

service Increase in customer loyalty, e.g. increase in sign-ups for

customer loyalty or reward programmes Conversion rate of visitors to organisation’s website to

purchases made

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Adherence to service brand guidelines by team Feedback from customers or supervisors on service brand

guidelines Ascertain gaps by comparing data collected against

organisation’s service standards and service brand guidelines

An organisation’s service standards is the commitment to a level of service performance that an organisation’s customers can expect. The organisation’s service standards may be used to:Inform customers of the service performance the organisation is committed to Measure the organisation’s service performance Provide staff with performance targets

Version Control


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Skill Code BM-FIN-409E-1Skill Category Finance


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


It refers to the ability to generate purposive ideas to improve work performance and/or

The ability to:

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

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enhance business values that are aligned to organisational goals.Social Intelligence and Ethics


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


(where applicable)


N/A

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Version Control


BM-FIN-409E-1 1-Sep-16 Initial Version WDA and STB

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Skill Code HAS-HKO-5001-1.1Skill Category Housekeeping

OperationsSkill Sub-Category(where applicable) N/A

Skill Manage Housekeeping Operations

Skill Description

This skill describes the ability to organise resources for managing daily housekeeping operations, evaluate operational results against organisational objectives and manage guests’ and residents’ complaints. It also includes recommending and implementing improvement actions to comply with legal requirements.




Guidelines for managing department supplies Resource planning in support of housekeeping services Job scope of outsourced contractors Quality Control (QC) tools Techniques of root cause 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 ActApplication and Adaptation

The ability to:

Review daily operational activities and results Resolve housekeeping delivery issues Manage unresolved escalated guest/resident complaints Recommend improvement actions Implement approved improvement actions


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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


(where applicable)


N/A

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Version Control


HAS-HKO-5001-1.1 1-Sep-16 Initial Version WDA and STB

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Skill Code ES-FSI-402G-1Skill Category Infocomm

TechnologySkill 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 usesApplication and Adaptation


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

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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

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:


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

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ES-FSI-402G-1 1-Sep-16 Initial Version WDA and STB

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Skill Code SVCF-IR-401C-1

Skill Category Information and Results


N/A

Skill Analyse Service Quality and Customer Satisfaction

Skill Description

This skill describes the ability to analyse customer data to improve the organisation’s 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

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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 management’s endorsement on plans to improve

service quality and customer satisfaction

Learning to Learn


The ability to:

Build staff’s capability to deliver service in accordance with organisation’s 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

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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:o Internal benchmarking: comparing one function with that

of another functiono Competitive benchmarking: comparing with competitors

who are considered best in class or world classo Functional benchmarking: comparing processes to

companies with similar processes (could be outside the organisation’s industry)

o 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

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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

Version Control


SVCF-IR-401C-1 1-Sep-16 Initial Version WDA and STB

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Skill Code BM-IM-401E-1Skill Category Innovation


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

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enhance business values that are aligned to organisational goals.Social Intelligence and EthicsIt refers to the ability to use affective factors in leadership, relationship and diversity management guided by professional codes of ethics.

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

Range of Application(where applicable)t refers to the critical circumstances and contexts that the skill may be demonstrated.

N/A

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Version Control


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Skill Code LPM-VIS-401C-0Skill Category Leadership


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

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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:

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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


(where applicable)


N/A

Version Control


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Skill Code ES-IP-402G-1Skill Category



N/A

Skill Develop a Work Team

Skill Description

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




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

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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

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Learning to Learn


The ability to:

Seek feedback from peers and supervisors to improve own future performance


(where applicable)


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Skill Code ES-IP-401G-1Skill Category



N/A

Skill Lead Workplace Communication and Engagement

Skill Description

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




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

Types and dimensions of organisational culture and their characteristics

Dimensions of conflict or dispute Desired goals to be achieved as a outcome of negotiation Motivations, priorities, interests and inclinations of

stakeholders involved in a negotiation Importance of considering cultural factors and various

diversity issues that affect the communication in a negotiation process

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

Steps to develop relevant details and supporting arguments for negotiation

Negotiation styles and tactics for countering other party’s style and their characteristics

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


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

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 organisation’s vision, mission and core values and take corrective actions

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changes at work. 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 organisation’s 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

Range of N/A

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Application

(where applicable)


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Skill Code ES-PMD-404G-1Skill Category



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

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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 one’s 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

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(where applicable)


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Skill Code ES-PMD-405G-1Skill Category



N/A

Skill Manage Workplace Challenges with Resilience

Skill DescriptionThis skill describes the ability to apply resilience techniques to manage challenges. It also includes assessing one’s personal as well as the organisation’s 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

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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:o Cognitiveo Neurophysiologyo Psychoneuroimmunology

Domains of resilience must include: Individual’s perspective includes:

o Being in control to influence whatever happens nexto Assuming ownership to improve the situation, regardless

of one’s formal responsibilitieso Being optimistico Able to surmount stressful situations and emerge stronger

thereaftero Able to adapt one’s thinking to the situation at hand e.g.

taking another’s point of view, able to see things from a different perspective, able to see difficulties as challenges, etc.

o Able to use humour to get through difficult circumstanceso Able to accept that something has happened and moving

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on to deal with ito Able to persevere and endure adverse situationso Able maintain composure and a healthy level of physical

and psychological wellness in the face of challenges.o Able to contain setbacks in one aspect from spilling over

to other professional or personal aspectso Able to acquire resources to move on in challenges and

reach one’s full potential

Organisational perspective includes:o Systems in place to ensure business continuityo Diversification of business activities to mitigate riskso Flexible systems and processeso Strong leadershipo Responsiveness to operating environmento Systems to generate and protect business resources e.g.

supply chains, financial and human resourceso Systems and tools in place to train, maintain and track

resilient individuals and teams

Factors affecting the level of resilience must include: An individual’s level of resilience must include:

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

o Personality and traitso Life experienceso Wellness of one’s mind, spirit, body, etcetera

An organisation’s level of resilience includes: Culture Leadership Systems and processes

Investment in training and development of staff

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Resilience techniques must include:o 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

one’s 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:o Measurement/ outcome indicators to track development in

resilienceo Areas for development in resilienceo Methods/ tools for collecting feedback on level of

resilienceo Schedule of timelineso Resources e.g. physical, financial requiredo 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

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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:o Measurement/ outcome indicators to track development in

resilience Areas for development in resilience

o Methods/ tools for collecting feedback on level of resilience

o Schedule of timelineso Resources e.g. manpower, financial, logistics requiredo Plan to stakeholderso 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

organisation’s 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 organisation’s 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

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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

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Skill Code SVCF-PL-401C-1Skill Category Planning and

ImplementationSkill 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.




Organisation’s 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 organisation’s customer-focused strategy

Analyse organisation’s performance data against key performance indicators and industry benchmarks to ascertain gaps

Implement corrective actions to improve service operations performance

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The ability to:

Propose areas of improvement to enhance organisation’s 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


(where applicable)


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: Organisation’s 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:o Call centres

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o Online sales and service centreso Mail order operationso After sales service and repair centreso 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 organisation’s customer-focused strategy sets out the direction for an organisation which puts the customer at the centre of business decisions to achieve the organisation’s vision, mission and values.

Communicating the service operations plan must include communicating the organisation’s: Customer-focused strategy Service operations guidelines Service standard Service recovery framework

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Skill Code BM-SPI-402E-1Skill Category Planning and


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


It refers to the ability to generate purposive ideas to improve work

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

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performance and/or enhance business values that are aligned to organisational goals.Social Intelligence and Ethics


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

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Skill Code BM-SPI-401E-1Skill Category Planning and


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 management’s direction



The ability to:

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

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enhance business values that are aligned to organisational goals.Social Intelligence and Ethics


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


(where applicable)


N/A

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Skill Code LPM-RES-401C-0Skill Category Results

AchievementSkill 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

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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

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:

Consult stakeholders to obtain inputs and garner support on team plansAssess emotional states of team leaders and respond appropriately to emotional cues when managing performance across teams to ensure individual needs are addressed

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

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


(where applicable)


N/A

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Skill Code HAS-RIM-5002-1.1Skill Category Risk Management


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


It refers to the ability to generate purposive ideas to improve work

N/A

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performance and/or enhance business values that are aligned to organisational goals.Social Intelligence and Ethics


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


(where applicable)


N/A

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Skill Code ES-JS-401G-1Skill Category Workplace Safety

and HealthSkill Sub-Category(where applicable) N/A

Skill Manage Workplace Safety and Health System

Skill Description

This skill describes the ability to administer a Workplace Safety and Health (WSH) system at the managerial level. It also includes working in consultation with WSH personnel and committees in accordance with the WSH Act and establishing and evaluating WSH policies and risk control measures.




The responsibilities of the designated personnel and committees under WSH Act and its subsidiary legislation

The responsibilities of employees, supervisors and management in WSH

Organisation’s WSH system, general policies, procedures, programmes and evaluation guidelines

Management arrangements relating to regulatory compliance, hazards and risks, control measures and relevant expertise required

Importance of benchmarking WSH performance against national and international standards

Business continuity planning and risk assessment related to infectious disease outbreak

Potential impact of infectious disease outbreak on organisational business financials, staff and customers

Importance of assessing and reviewing workplace risk management activities in accordance with the guidelines provided by the WSH Act



The ability to:

Develop WSH policies and training programmes that meet identified training needs of employees and clearly express organisation’s commitment in accordance with the guidelines provided by WSH Act

Implement and maintain a relevant and consistent WSH system in the organisation

Incorporate WSH responsibilities and duties into job descriptions of all employees and facilitate the allocation of

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financial and human resources for the operation of WSH system in the organisation

Set up a system for monitoring and evaluating WSH records that allow identification of patterns ofworkplace injury and disease within the area of managerial responsibility

Assess and evaluate the effectiveness of the WSH system and related policies, procedures and programmes according to the organisation’s aims with respect to WSH

Develop a risk assessment procedure that is integrated within systems of work and procedures in the organisation

Assess the risks presented by identified hazards and develop measures to control assessed risks according to hierarchy of control, relevant WSH legislation, codes practice and trends identified from the WSH records systems

Develop procedures for on-going control of risks associated with hazardous events that meet legislation requirements in consultation with appropriate emergency services

Address hazard identification and risk control at the planning, design and evaluation stages of anychange within the area of managerial responsibility to ensure that adequate risk control measures are included

Facilitate the provision of resources to enable implementation of new risk control measures in accordance with the organisational procedures



The ability to:

Resolve issues raised through consultation and develop improvements to the WSH system according to the procedures for issue resolution to ensure more effective achievement of the organisation’s aims with respect to WSH

Monitor and improve existing risk management activities and risk control measures to ensure procedures are adopted effectively throughout the area of managerial responsibility

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The ability to:

Establish and maintain appropriate participative and consultative processes and outcomes readily accessible to employees according to the relevant WSH legislation and consistent with the organisation’s overall process for consultation

Learning to Learn


The ability to:

Update own knowledge in WSH legislation, codes of practice and industrial standards and conduct training for new operations and equipment


(where applicable)


Identify the responsibilities of a general worker and employee must include: Working in compliance with the WSH Act Observing safe work procedure Reporting unsafe working conditions and work practices Reporting work-related incidents and accidents

Identify the responsibilities of a WSH committee must include: Acting as an advisory body Identifying hazards and obtaining information about them Recommending corrective actions and monitoring results of

implemented solutions Conducting accident investigations and workplace inspections Making recommendations to the management regarding

actions required to resolve health and safety concerns

Identify the responsibilities of a supervisory personnel, must include: Ensuring that worker uses suitable and adequate personal

protective equipment, and handles appropriate and non-faulty tools and equipment

Advising workers of potential and actual hazards and control measures

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Taking every reasonable precaution in the circumstances for the protection of workers.

Implementing and monitoring safe work conditions Implementing safe work practices and monitoring for

compliance

Identify the responsibilities of a WSH personnel must include: Exercising general supervision of compliance to the provision

of WSH Act and its subsidiary legislations made to ensure a safe and healthy workplace

Conducting WSH inspections in accordance with planned inspection, schedule and recommending corrective actions where needed

Monitoring effectiveness of implemented corrective actions Conducting investigation on incidents Promoting WSH

Identify the responsibilities of management must include: Establishing and maintaining a workplace safety management

system to self-regulate WSH issues Establishing and maintaining a WSH committee Taking reasonable and practicable measures so far as to

ensure a safe and healthy workplace for all employees Training employees on identification of potential hazards,

compliance with appropriate control measures and how to handle emergencies

Supplying personal protective equipment to employees and ensuring they know how to use the equipment safely and properly

Reporting workplace accidents immediately to the relevant authorities

Establish and maintain the framework for WSH must include: Policy development and updating Determining the ways in which WSH will be managed. This

must include distinct WSH management activities, or inclusion of WSH functions within a range of management functions and operations such as:o Maintenance of plant and equipmento Purchasing of materials and equipmento Designing operations, work flow and materials handlingo Planning or implementing alterations to site, plant,

operations or work systems

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Mechanisms for review and allocation of human, technical and financial resources needed to manage WSH, including defining and allocating WSH responsibilities for all relevant positions

Mechanisms for keeping up-to-date with relevant information and updating the management arrangements for WSH, for example, information on health effects of hazards, technical developments in risk control and environmental monitoring and changes to legislation

Mechanisms to assess and update WSH management arrangements relevant to legislative requirements

A system for communicating WSH information to employees, supervisors and managers within the enterprise

Establish and maintain a WSH training programme must include: Arrangements for on-going assessment of training needs, for

example, relating to:o Workers, supervisors and managerso Specific hazardso Specific tasks or equipment or process or chemicalo Emergencies and evacuationso Training required under WSH legislation

Allocation of resources for WSH training, including acquisition of training resources, development of staff training skills and purchase of training services

Induction training Training for new operations, materials or equipment

Establish and maintain a system for WSH records must include: Identifying records required under WSH legislation, for

example: Workers’ compensation records Hazardous substances registers Safety Data Sheets (formerly known as Material Safety

Data Sheets) Major accident and injury notifications Certificates and licences Manufacturers and suppliers WSH information WSH audits and inspection reports Maintenance and testing reports Workplace environmental monitoring and health

surveillance records Records of instruction and training First aid and medical treatment records

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Benchmark WSH performance must include: Accident frequency rate Accident severity rate Fatality rate

Establish and maintain forms of participation and consultation that are specific to the workplace must include: Formal and informal meetings which include WSH WSH committees Suggestions, requests, reports and concerns put forward by

employees to management WSH inspections Audits Risk assessment and control Procedures for reporting of hazards, risks and WSH issues by

managers and employees Inclusion of WSH in other meetings and processes

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Definitions of the Five (5) Domains

Domain Definition


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


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


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


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

Learning to Learn

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

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Documents

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