Tiêu chuẩn nghề du lịch Viêt Nam - Hotel Management (Phần 1)

Nội dung text: Tiêu chuẩn nghề du lịch Viêt Nam - Hotel Management (Phần 1)

1. MINISTRY OF CULTURE, SPORTS AND TOURISM VIETNAM NATIONAL ADMINISTRATION OF TOURISM VIETNAM TOURISM OCCUPATIONAL STANDARDS HOTEL MANAGEMENT Hanoi, 2015
2. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT ACKNOWLEDGEMENTS: The Vietnam Tourism Occupational Standards for Hotel Management were developed by the EU-funded “Environmentally & Socially Responsible Tourism Capacity Development Programme” (ESRT Programme) on behalf of Ministry of Culture, Sports and Tourism/Vietnam National Administration of Tourism. The content was developed by a team of international and local experts with support from technical working groups, government departments, the tourism industry and local colleges. ESRT would sincerely like to thank all individuals and groups for their valued contributions to the development of these materials with special mention to the • Ministry of Culture, Sports and Tourism (MCST) • Ministry of Labour, Invalids and Social Affairs (MOLISA) • Ministry of Education and Training (MOET) • Vietnam National Administration of Tourism (VNAT) • Vietnam Tourism Certification Board (VTCB) • Hotel and Travel Associations and members • Delegation of the European Union to Vietnam © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 5
3. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT GLOSSARY ITEM DEFINITION Assessment The process of making judgements about the extent to which a candidate’s work meets the assessment criteria for a qualification or unit, or part of a unit Assessment criteria Assessment criteria list the performance/skills and knowledge and understanding that need to be assessed Assessment methods VTOS allows a variety of assessment methods that are appropriate for different types of performance or knowledge Assessor An experienced person who is qualified to assess the performance of the candidate and usually from the same area of work, e.g. Front Office Supervisor Assessor guide A guide for assessors on how to assess the candidate and how to record and document the candidate performance and knowledge Attitudes/behaviours Attitudes and behaviours impact on the quality of work performance and so these are important aspects of ‘being competent.’ Attitudes and behaviours describe the general ways in which individuals go about achieving the outcomes Certification The award of a certificate or diploma to a candidate based on assessment of performance Competency Competency is the ability to apply specific skills, knowledge and behaviours/attitudes necessary to fulfil the job requirements satisfactorily Core units Core units include basic competencies that all employees must possess (e.g. communication skills) Functional units Functional (technical/professional) units relate to the hospitality or tourism job itself Generic units Generic competencies are those competencies that are common to a group of jobs such as cookery or travel Management units These are the generic competencies for roles in an organization that involve managing, supervising or influencing the work of others in some way Standards Occupational standards define the knowledge, skills and attitudes/behaviours (competence) required for effective workplace performance Unit of competence A unit is the smallest part of a qualification can be certified individually VTOS Vietnam Tourism Occupational Standards © Environmentally & Socially Responsible Tourism Capacity Development Programme 6 funded by the EU
4. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT CONTENTS ACKNOWLEDGEMENTS 5 GLOSSARY 6 CONTENTS 7 I. INTRODUCTION 9 VTOS DEVELOPMENT METHODOLOGY 9 VTOS LEVELS AND QUALIFICATIONS 10 VTOS COMPETENCY UNITS 11 UNIT STRUCTURE 12 II. HOTEL MANAGEMENT OCCUPATIONS 14 LIST OF UNITS OF COMPETENCE 15 HOTEL MANAGEMENT QUALIFICATIONS 16 III. DETAILED STANDARDS 19 HRS3. UNIT TITLE: CONDUCT A STAFF PERFORMANCE REVIEW 19 HRS7. UNIT TITLE: PROVIDE ON-THE-JOB COACHING 22 HRS8. UNIT TITLE: DELIVER A GROUP TRAINING SESSION 25 HRS9. UNIT TITLE: QUALITY ASSURE WORK IN YOUR TEAM 28 HRS10. UNIT TITLE: PLAN, ALLOCATE AND MONITOR WORK OF A TEAM 31 FMS4. UNIT TITLE: PREPARE AND ANALYSE FINANCIAL STATEMENTS AND REPORTS 35 SCS2. UNIT TITLE: MANAGE INCIDENTS AND EMERGENCIES 38 FOS4.1. UNIT TITLE: MANAGE REVENUE 41 FOS4.2. UNIT TITLE: MANAGE FRONT OFFICE OPERATIONS 43 HKS4.1. UNIT TITLE: MANAGE HOUSEKEEPING OPERATIONS 46 FBS4.1. UNIT TITLE: MANAGE FOOD AND BEVERAGE OPERATIONS 48 HRS1. UNIT TITLE: IDENTIFY STAFF DEVELOPMENT NEEDS 50 HRS5. UNIT TITLE: RECRUIT, SELECT AND RETAIN STAFF 53 HRS6. UNIT TITLE: HANDLE STAFF GRIEVANCES AND RESOLVE PROBLEMS 57 HRS11. UNIT TITLE: IMPLEMENT OCCUPATIONAL HEALTH AND SAFETY PRACTICES 60 FMS1. UNIT TITLE: PREPARE BUDGETS 63 FMS2. UNIT TITLE: PROCURE PRODUCTS OR SERVICES 66 FMS3. UNIT TITLE: MANAGE BUDGETS 69 GAS1. UNIT TITLE: MANAGE PHYSICAL RESOURCES 72 GAS6. UNIT TITLE: MANAGE DAILY OPERATIONS 75 CMS1. UNIT TITLE: MANAGE QUALITY SERVICE AND CUSTOMER SATISFACTION 77 CMS2. UNIT TITLE: COORDINATE MARKETING ACTIVITIES 81 CMS3. UNIT TITLE: ORGANISE FUNCTIONS 84 RTS4.7. UNIT TITLE: APPLY RESPONSIBLE TOURISM TO FOOD AND BEVERAGE OPERATIONS 86 RTS4.8. UNIT TITLE: APPLY RESPONSIBLE TOURISM TO ACCOMMODATION SERVICES 89 © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 7
5. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT GAS3. UNIT TITLE: ESTABLISH POLICIES AND PROCEDURES 93 GAS7. UNIT TITLE: LEAD, PLAN AND MANAGE CHANGE 96 GES2. UNIT TITLE: RECEIVE AND RESOLVE COMPLAINTS 100 GES13. UNIT TITLE: MONITOR FACILITIES AND OPERATIONS TO ENSURE CHILD PROTECTION 102 © Environmentally & Socially Responsible Tourism Capacity Development Programme 8 funded by the EU
6. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT I. INTRODUCTION With the aim to help meet the needs for a qualified workforce for the tourism industry in Vietnam, the EU-funded, Environmentally & Socially Responsible Tourism Capacity Development Programme (ESRT) was tasked to revise the Vietnam Tourism Occupational Skills Standards (VTOS) which were originally developed under the EU-funded Human Resource Development in Tourism Project (HRDT). The revised VTOS have been developed and benchmarked against international occupational standards and ASEAN Common Competency Standards for Tourism Professionals (ACCSTP) and will satisfy the requirements of the ASEAN Mutual Recognition Arrangement for Tourism Professionals (MRA-TP). Occupational Standards refer to the agreed minimum best practice for jobs in the tourism/hospitality industry, and include the statutory (legal, health, safety, security) requirements. They specify what a person should know and do, as well as the way they do their work, in order to carry out the functions of a particular job in the context of the work environment. VTOS covers two major divisions within the tourism sector (hospitality and travel) with six key occupational areas in line with ASEAN: Hospitality Division (Front Office Operations, Housekeeping Operations, Food & Beverage Service, Food Preparation) and Travel Division (Travel & Tour Operations, Tour Guiding). VTOS also includes four specialist areas (Hotel Management, Small Accommodation Operations, On-site Tour Guiding, and Tourist Boat Service) to meet the unique requirements of Vietnam tourism industry. VTOS units of competence have been grouped to provide a range of industry-relevant qualifications/job titles from basic to advanced levels and also a number of diplomas suitable for college teaching, therefore making it relevant for the industry and the formal education sector. VTOS can be used by: Hospitality and travel companies to set a standard for how the work of their employees should be completed. VTOS units can be used for training staff in the key skills and job functions for a range of skills. In addition VTOS can be used to assess the performance of staff against the standards. Organizations can arrange to register their staff with an assessment centre to formally recognise or assess their skills and gain a certificate. Colleges and training organisations to design their hospitality or tourism curriculum. VTOS clearly specifies the skills, knowledge and behaviours required for particular jobs in the industry. VTOS units can be compiled to provide a curriculum for a range of education and training courses or programmes. VTOS DEVELOPMENT METHODOLOGY VTOS was prepared by conducting a detailed functional analysis of hospitality and tourism jobs with a technical working group of industry experts to identify the key competencies needed for jobs for the tourism sector. The functional analysis provides an accurate and detailed separation of the functions which have to be carried out in order to achieve the key purpose of the sector, occupation or area of work. A review of Vietnam tourism qualifications and occupational standards has been conducted via a national Training Needs Assessment (TNA). The outcome of the TNA identified areas of skills shortages and defined skills requirements and competencies that will be required of tourism professionals. Six occupational areas identified by ASEAN and the previous Vietnam Tourism Occupational Skills Standards were then used as a baseline to verify the findings of the functional analysis, and the competencies identified by the Technical Working Groups were then benchmarked against international standards to ensure any gaps were filled. The VTOS were then developed using an international occupational standards approach which developed the contents of the standards as competencies in a format compatible with ASEAN. The units of competence include a unit title, the performance criteria, knowledge requirements, conditions of performance and variables, assessment criteria, assessment methods and references to ACCSTP. These competencies were then grouped into levels according to the ASEAN definition. VTOS units of competence were prepared by a team of international and Vietnamese subject experts. The units were reviewed by Technical Working Groups comprising industry practitioners and vocational trainers from local institutions. Feedback from these consultations have been incorporated, revised into the standards, and a selection of units have been piloted with trainees to ensure the level and content was appropriate for the job areas identified. © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 9
7. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT VTOS LEVELS AND QUALIFICATIONS VTOS consists of five qualification levels in six key occupational areas Level 5 (Advanced Diploma 5) Sophisticated, broad and specialised competence with senior management skills; Technical, creative, conceptual or managerial applications built around competencies of either a broad or specialised base and related to a broader organisational focus. Level 4 (Diploma 4) Specialised competence with managerial skills; Assumes a greater theoretical base and consists of specialised, technical or managerial competencies used to plan, carry out and evaluate work of self and/or team. Level 3 (Certificate 3) Greater technical competence with supervisory skills; More sophisticated technical applications involving competencies requiring increased theoretical knowledge, applied in a non-routine environment and which may involve team leadership and increased responsibility for outcomes. Level 2 (Certificate 2) Broad range of skills in more varied context with more responsibilities; Skilled operator who applies a broad range of competencies within a more varied work context and capable for working in groups, working independently in some cases and taking a significant responsibility for their own work results and products. Level 1 (Certificate 1) Basic, routine skills in a defined context; A base operational qualification that encompasses a range of functions/activities requiring fundamental operational knowledge and limited practical skills in a defined context. © Environmentally & Socially Responsible Tourism Capacity Development Programme 10 funded by the EU
8. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT VTOS COMPETENCY UNITS VTOS is structured in units of competence using a modular format so that it is flexible and easily adapted for different jobs, personnel and qualifications. It is suitable for use in small to medium enterprises, large hotels, tour operator and travel companies, as well as for use in colleges and educational institutions. It can be used as the basis for curriculum in colleges. In addition, VTOS includes units on Responsible Tourism suitable for a range of jobs from all occupations. In this way, VTOS has been developed with the flexibility required for a fast-growing tourism industry as well as the breadth required for a range of technical and highly professional jobs at a number of levels from entry level up to Senior Management level. VTOS consists of a range of units of competence that specify particular skills, knowledge and behaviours/attitudes necessary to fulfil the job requirements satisfactorily. Each job will consist of a blend of functional, core and generic units. • Functional (technical/professional) competencies are specific to roles or jobs within the tourism industry, and include the specific skills and knowledge (know-how) to perform effectively (e.g. food service, tour guiding etc.). • Core (common) competencies include the basic skills that most employees should possess (e.g., working with others, language and IT skills). These competencies are essential for anyone to do their job competently. • Generic (job related) competencies are those competencies that are common to a group of jobs. They often include general job competencies that are required in a number of occupations (e.g., health & safety), as well as job specific competencies that apply to certain occupations more than others (e.g., close the shift). • Management competencies are the generic competencies for roles in an organization that involve managing, supervising or influencing the work of others in some way. They may be specific to a job role (supervise housekeeping operations) or general to any supervisory/management role (arrange purchase of goods and services etc.). • Responsible tourism competencies are the specific skills required for the operation and management in the organisation for the enhancement of the quality of services and products towards a sustainable tourism development, operations and products of responsible tourism. Abbreviations for group of units COS Core Standards FBS Food & Beverage Service Standards GES Generic Standards FOS Front Office Operations Standards RTS Responsible Tourism Standards FPS Food Preparation Standards CMS Customer Service & Marketing Management HKS Housekeeping Operations Standards Standards FMS Financial Management Standards TBS Tourist Boat Service Standards GAS General Administration Management TGS Tour Guiding Standards Standards HRS Human Resource Management Standards TOS Travel & Tour Operation Standards SCS Security Management Standards © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 11
9. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT UNIT STRUCTURE The VTOS units of competence comprise the following: Unit Section Description Example Unit Number • Number of the unit e.g. FOS1.3 is Front FOS1.3 Office Operations Standard, Level 1, Unit 3 Unit Title • Title of the Unit PROVIDE GUEST SERVICES Unit Descriptor • Summary or overview of the unit This unit describes the competencies required by front office staff to interface of with guests in a number of varied situations, responding to their requirements and expectations with cultural and professional sensitivity to satisfy needs and resolve problems. Elements • Units are divided into two or more E1. Handle questions and requests elements that describe the activities the E2. Process safety deposit boxes person has to carry out. E3. Exchange foreign currency • Elements can provide structure to a E4. Handle guest disbursements complex function and break up long lists of Performance Criteria by presenting them in logical sections Performance • Performance Criteria should be observable E1. Handle questions and requests Criteria and measurable so they can be accurately P1. Answer guest questions and enquiries assessed. promptly and courteously and take personal • Performance (skills) will normally be responsibility for finding the answers assessed by observation (levels 1-3) or by P2. Assist guests in making bookings for documentary evidence of performance restaurants, conferences or banquets etc from the workplace, especially at P3. Compile a dossier of information commonly management level (levels 4-5). requested or likely to be asked for P4. Prepare local contact numbers and contact details for guest use P5. Knowledge • Units of competence include essential K1. Explain the benefits and alternatives for Requirements underpinning knowledge that enables the airline travel and associated travel means work to be done with understanding. such as trains, buses and taxis • Knowledge includes understanding of K2. Explain the procedure for travel facts, principles and methods which reservations, confirmations and how to ensure that the person who measures up enquire about regarding flight status to the standard can be effective in other K3. Describe the procedures for issuing, organisations, related job roles and work allowing access to and closing a safety contexts and be better placed to deal with deposit box the unusual or unexpected. K4. Describe the steps in exchanging currency • Each knowledge item will normally be for a guest assessed by oral or written questioning. © Environmentally & Socially Responsible Tourism Capacity Development Programme 12 funded by the EU
10. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT Unit Section Description Example Conditions of • Conditions of performance and variables 4. Cash disbursements may include: performance takes account of the fact that the real • Paid-out as a reverse cash transaction in and variables world contains many variables, and the the cash account folio debiting the guest units should cover these (e.g. in a hotel, a account receptionist may encounter many different • A cash receipt docket signed by the guest types of customer and different hotels may and retained in the folio bin provide different facilities). • In certain establishment supervisory • Rather than include these differences in authorisation may be required for such the performance criteria, the range of transactions with limits applying variables will identify different types of activities and conditions under which the performance could take place. Assessment This section specifies theamount and type Evidence of the following is required: Guide of evidence needed to show that the trainee/ 1. At least three different requests or issues learner has met the standards specified in the handled accurately and satisfactorily performance criteria and in all the 2. At least two safety deposit boxes issued circumstances defined in the evidence of according to procedures achievement. 3. At least three foreign currency transactions • Evidence of the candidate’s performance, handled accurately according to procedures knowledge, understanding and skills needs 4. At least two guest disbursements made to be recorded and examined for quality according to procedures control purposes. • This is often presented in a folder known Assessment must ensure: as a portfolio of evidence or in a passbook. • Access to an actual workplace or simulated • Assessment needs to be cost effective and environment time efficient to be sustainable. • Access to office equipment and resources • All assessment needs to be internally • Documentation of guest transactions as verified by an assessment centre to ensure evidence of performance it is valid, current, rigorous and objective. Assessment The main assessment methods for VTOS This unit may be assessed on or off the job Methods include: • Assessment can include evidence and • Assessors observing trainees at work (or, documentation from the workplace or in some cases, under realistic simulated through a simulation activity, supported by conditions) a range of methods to assess underpinning • Trainees supplying examples of records knowledge and documents that show they work to the • Assessment must relate to the individual’s standard work area or area of responsibility • Line managers and supervisors providing The following methods may be used to assess: statements about the trainee’s work • Case studies • Candidate answering questions from their • Observation of practical candidate assessors or completing written tests performance • Oral and written questions • Documentation from the workplace • Problem solving • Role plays • Third party reports completed by a supervisor • Project and assignment work Relevant • The relevant job roles/job titles for which Front Desk Officer, FO Clerk, Guest Service Occupations the unit is appropriate Agent, Receptionist, Front Office Supervisor ACCSTP • Cross-reference to the relevant standard DH1.HFO.CL2.03 1.8, 3.6, 4.2 References from (ASEAN Common Competency Standards for Tourism Professionals), if available © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 13
11. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT II. HOTEL MANAGEMENT OCCUPATIONS The Vietnam Tourism Occupational Standards (VTOS) for Hotel Management covers the key tasks of a manager of a small to medium hotel, and is focused on developing the competencies (skills, knowledge and attitudes/behaviours) to be able to operate the hotel efficiently and professionally. The hotel manager is responsible for the day-to-day management of the hotel and its staff. They have commercial accountability for budgeting and financial management, planning, organising and directing all hotel services, including front-of-house (reception, concierge, reservations), food and beverage operations, and housekeeping. In larger hotels, managers often have a specific remit (guest services, accounting, marketing) and make up a general management team. While taking a strategic overview and planning ahead to maximise profits, the manager must also pay attention to the details, setting the example for staff to deliver a standard of service and presentation that meets guests’ needs and expectations. Business and people management are equally important elements. Work activities vary depending on the size and type of hotel, but may include: • Planning and organising accommodation, catering and other hotel services; • Promoting and marketing the business; • Managing budgets and financial plans as well as controlling expenditure; • Maintaining statistical and financial records; • Setting and achieving sales and profit targets; • Analysing sales figures and devising marketing and revenue management strategies; • Recruiting, training and monitoring staff; • Planning work schedules for individuals and teams; • Meeting and greeting customers; • Dealing with customer complaints and comments; • Addressing problems and troubleshooting; • Ensuring events and conferences run smoothly; • Supervising maintenance, supplies, renovations and furnishings; • Dealing with contractors and suppliers; • Ensuring security is effective; • Carrying out inspections of property and services; • Ensuring compliance with licensing laws, health and safety and other statutory regulations. The manager of a large hotel may have less contact with guests but will have regular meetings with heads of departments to coordinate and monitor the progress of business strategies. In a smaller establishment, the manager is much more hands-on and involved in the day-to-day running of the hotel, which may include carrying out reception duties or serving meals if the need arises. A significant number of hotel managers are also owners or partners, which often results in a broader set of regular responsibilities, from greeting guests to managing finances. © Environmentally & Socially Responsible Tourism Capacity Development Programme 14 funded by the EU
12. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT LIST OF UNITS OF COMPETENCE Levels Ref Unit No Unit Title Core Generic 1 2 3 4 5 1 HRS3 CONDUCT A STAFF PERFORMANCE REVIEW  2 HRS7 PROVIDE ON-THE-JOB COACHING  3 HRS8 DELIVER A GROUP TRAINING SESSION  4 HRS9 QUALITY ASSURE WORK IN YOUR TEAM  5 HRS10 PLAN, ALLOCATE AND MONITOR WORK OF A TEAM  PREPARE AND ANALYSE FINANCIAL STATEMENTS 6 FMS4  AND REPORTS 7 SCS2 MANAGE INCIDENTS AND EMERGENCIES  8 FOS4.1 MANAGE REVENUE  9 FOS4.2 MANAGE FRONT OFFICE OPERATIONS  10 HKS4.1 MANAGE HOUSEKEEPING OPERATIONS  11 FBS4.1 MANAGE FOOD AND BEVERAGE OPERATIONS  12 HRS1 IDENTIFY STAFF DEVELOPMENT NEEDS  13 HRS5 RECRUIT, SELECT AND RETAIN STAFF  HANDLE STAFF GRIEVANCES AND RESOLVE 14 HRS6  PROBLEMS IMPLEMENT OCCUPATIONAL HEALTH AND SAFETY 15 HRS11  PRACTICES 16 FMS1 PREPARE BUDGETS  17 FMS2 PROCURE PRODUCTS OR SERVICES  18 FMS3 MANAGE BUDGETS  19 GAS1 MANAGE PHYSICAL RESOURCES  20 GAS6 MANAGE DAILY OPERATIONS  MANAGE QUALITY SERVICE AND CUSTOMER 21 CMS1  SATISFACTION 22 CMS2 COORDINATE MARKETING ACTIVITIES  23 CMS3 ORGANIZE FUNCTIONS  APPLY RESPONSIBLE TOURISM TO FOOD AND 24 RTS4.7  BEVERAGE OPERATIONS APPLY RESPONSIBLE TOURISM TO 25 RTS4.8  ACCOMMODATION SERVICES 26 GAS3 ESTABLISH POLICIES AND PROCEDURES  27 GAS7 LEAD, PLAN AND MANAGE CHANGE  28 GES2 RECEIVE AND RESOLVE COMPLAINTS  MONITOR FACILITIES AND OPERATIONS TO ENSURE 29 GES13  CHILD PROTECTION © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 15
13. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT HOTEL MANAGEMENT QUALIFICATIONS Cert No Occupational Qualifications (aimed at industry) Level DHMR4 Diploma in Hotel Management (Rooms Division Management) 4 DHMF4 Diploma in Hotel Management (Food AND Beverage Management) 4 ADHM5 Advanced Diploma in Hotel Management (General Management) 5 DHMR4 - Diploma in Hotel Management (Rooms Division Management) Level 4 (18 Units) Levels Ref Unit No Unit Title Core Generic 1 2 3 4 5 1 FOS4.1 MANAGE REVENUE  2 FOS4.2 MANAGE FRONT OFFICE OPERATIONS  3 HKS4.1 MANAGE HOUSEKEEPING OPERATIONS  APPLY RESPONSIBLE TOURISM TO 4 RTS4.8  ACCOMMODATION SERVICES 5 HRS1 IDENTIFY STAFF DEVELOPMENT NEEDS  6 HRS3 CONDUCT A STAFF PERFORMANCE REVIEW  7 HRS5 RECRUIT, SELECT AND RETAIN STAFF  8 HRS7 PROVIDE ON-THE-JOB COACHING  9 HRS8 DELIVER A GROUP TRAINING SESSION  10 HRS9 QUALITY ASSURE WORK IN YOUR TEAM  11 HRS10 PLAN, ALLOCATE AND MONITOR WORK OF A TEAM  12 FMS1 PREPARE BUDGETS  13 FMS2 PROCURE PRODUCTS OR SERVICES  PREPARE AND ANALYSE FINANCIAL STATEMENTS 14 FMS4  AND REPORTS 15 SCS2 MANAGE INCIDENTS AND EMERGENCIES  MANAGE QUALITY SERVICE AND CUSTOMER 16 CMS1  SATISFACTION 17 GES2 RECEIVE AND RESOLVE COMPLAINTS  MONITOR FACILITIES AND OPERATIONS TO ENSURE 18 GES13  CHILD PROTECTION © Environmentally & Socially Responsible Tourism Capacity Development Programme 16 funded by the EU
14. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT DHMF4 - Diploma in Hotel Management (Food and Beverage Management) Level 4 (17 Units) Levels Ref Unit No Unit Title Core Generic 1 2 3 4 5 1 FBS4.1 MANAGE FOOD AND BEVERAGE OPERATIONS  APPLY RESPONSIBLE TOURISM TO FOOD AND 2 RTS4.7  BEVERAGE OPERATIONS 3 HRS1 IDENTIFY STAFF DEVELOPMENT NEEDS  4 HRS3 CONDUCT A STAFF PERFORMANCE REVIEW  5 HRS5 RECRUIT, SELECT AND RETAIN STAFF  6 HRS7 PROVIDE ON-THE-JOB COACHING  7 HRS8 DELIVER A GROUP TRAINING SESSION  8 HRS9 QUALITY ASSURE WORK IN YOUR TEAM  9 HRS10 PLAN, ALLOCATE AND MONITOR WORK OF A TEAM  10 FMS1 PREPARE BUDGETS  11 FMS2 PROCURE PRODUCTS OR SERVICES  PREPARE AND ANALYSE FINANCIAL STATEMENTS 12 FMS4  AND REPORTS 13 SCS2 MANAGE INCIDENTS AND EMERGENCIES  14 CMS1 PREPARE BUDGETS  15 CMS3 MANAGE BUDGETS  16 GES2 RECEIVE AND RESOLVE COMPLAINTS  MONITOR FACILITIES AND OPERATIONS TO ENSURE 17 GES13  CHILD PROTECTION © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 17
15. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT ADHM5 - Advanced Diploma in Hotel Management (General Management) Level 5 (18 Units) Levels Ref Unit No Unit Title Core Generic 1 2 3 4 5 1 HRS1 IDENTIFY STAFF DEVELOPMENT NEEDS  2 HRS5 RECRUIT, SELECT AND RETAIN STAFF  HANDLE STAFF GRIEVANCES AND RESOLVE 3 HRS6  PROBLEMS IMPLEMENT OCCUPATIONAL HEALTH AND SAFETY 4 HRS11  PRACTICES 5 FMS1 PREPARE BUDGETS  6 FMS2 PROCURE PRODUCTS OR SERVICES  7 FMS3 MANAGE BUDGETS  8 GAS1 MANAGE PHYSICAL RESOURCES  9 GAS3 ESTABLISH POLICIES AND PROCEDURES  10 GAS6 MANAGE DAILY OPERATIONS  11 GAS7 LEAD, PLAN AND MANAGE CHANGE   MANAGE QUALITY SERVICE AND CUSTOMER 12 CMS1  SATISFACTION 13 CMS2 COORDINATE MARKETING ACTIVITIES  14 CMS3 ORGANIZE FUNCTIONS  APPLY RESPONSIBLE TOURISM TO FOOD AND 15 RTS4.7  BEVERAGE OPERATIONS APPLY RESPONSIBLE TOURISM TO ACCOMMODATION 16 RTS4.8  SERVICES 17 GES2 RECEIVE AND RESOLVE COMPLAINTS  MONITOR FACILITIES AND OPERATIONS TO ENSURE 18 GES13  CHILD PROTECTION © Environmentally & Socially Responsible Tourism Capacity Development Programme 18 funded by the EU
16. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT III. DETAILED STANDARDS HRS3. UNIT TITLE: CONDUCT A STAFF PERFORMANCE REVIEW UNIT DESCRIPTOR This unit covers the competencies required to monitor staff performance within the framework of established performance management systems. It requires the ability to monitor the day-to-day effectiveness of staff and to conduct structured performance reviews and formal counselling sessions. ELEMENTS AND PERFORMANCE CRITERIA E1. Monitor staff performance E3. Identify needs and provide solutions P1. Consult with and inform staff about expected P6. Identify the need for further coaching or standards of performance using appropriate training and organise according to communication mechanisms organisational policies P2. Monitor on-going performance by maintaining P7. Recognise and resolve performance problems close contact with the workplace and staff P8. Identify and investigate performance problems members P9. Use feedback and coaching to address E2. Provide guidance, support & recognition performance problems P3. Regularly provide confirming and corrective P10. Discuss and agree upon possible solutions with feedback to staff the staff P4. Provide staff with guidance and support E4. Conduct performance reviews P5. Provide recognition and reward for P11. Follow-up outcomes of informal counselling achievements and outstanding performance through review in the workplace P12. Organise and conduct a formal counselling session when needed according to required procedures P13. Conduct individual performance evaluations openly and fairly P14. Complete and file performance management records P15. Agree on courses of action with staff and follow up in the workplace KNOWLEDGE REQUIREMENTS K1. Describe the role and importance of K4. Explain the procedures for performance review monitoring staff performance and providing interviews feedback and coaching K5. Explain the procedures for formal counselling K2. Describe the performance review practices, sessions including: K6. Explain grievance procedures • Reasons for performance review • The format for and inclusions of performance review documents K3. Describe the methods of reviewing performance in your organisation © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 19
17. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT CONDITIONS OF PERFORMANCE AND VARIABLES The variables relate to the unit of competency as a 5. Required procedures for a formal whole. It allows for different work environments and counselling session may include: situations that may affect performance. • Preparation: 1. Expected standards of performance and • Formal notification to staff member and performance problems may relate to: management • Adherence to procedures • Invited participation of appropriate people • Cost minimisation • Organisation of appropriate location for • Customer service standards counselling session • Level of accuracy in work • Conducting the performance review: • Personal presentation • Start and introduce the objectives • Productivity • Discussions on achievements, improvement requirement • Punctuality • Set goals • Response times • Conclusions made • Team interaction • Complete documentation • Waste minimisation • Attitude and behaviours 6. Performance management systems may • Responsibility include: • Liability • Methods of collecting performance data • Others • Methods of interpreting performance data • Processes for performance appraisal interviews 2. Guidance and support may include: • Advice on training and development Important behaviours for supervisors/ opportunities managers include: • Confirmation of organisational objectives and 1. Communication skills to provide effective key performance requirements feedback, coaching and counselling to team • Ensuring adequate resources are applied members • Opportunity to discuss work challenges 2. Critical thinking skills to evaluate the reasons contributing to poor staff performance • Representing staff interests in other forums 3. Initiative and enterprise skills to proactively • Support with difficult interpersonal situations provide colleagues with appropriate guidance 3. Recognition and reward may include: and support to enhance their work • Acknowledgment of individual good performance performance to the whole team 4. Literacy skills to: • Informal acknowledgment a. Read and interpret staff records and • Presentation of awards performance management documents • Written reports to management b. Write potentially complex and sensitive information about staff performance 4. Possible solutions to performance may 5. Planning and organising skills to coordinate include: regular performance appraisals and coordinate • Additional training and coaching and operate formal counselling sessions • Adjustment of workload 6. Problem-solving skills to identify and respond • Agreement on short term goals for to staff performance issues improvement 7. Self-management skills to take responsibility for • Assistance with problems outside of the monitoring staff performance workplace 8. Teamwork skills to monitor the performance of • Reorganisation of work practices individuals, their effect on the team and take corrective action to enhance the whole of team performance © Environmentally & Socially Responsible Tourism Capacity Development Programme 20 funded by the EU
18. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT ASSESSMENT GUIDE ASSESSMENT METHODS Assessment of units at level 3-5 is normally based Suitable methods will include: on performance at work. Some units at levels 3-5 • Portfolio of workplace evidence to include cannot be assessed by observation due to notes of meetings, notes of discussion with confidentiality, work constraints/environment etc. individuals and colleagues, details of support This unit may be assessed holistically by means of a and advice provided to individuals, record of portfolio of evidence or report on aspects of performance review meetings etc (without managing performance in a hospitality or tourism named individuals) environment. Individuals are expected to • Personal statements demonstrate that they can apply relevant concepts • Witness testimony to situations which they could face as supervisors/ • Professional discussion managers. They are also expected to suggest, justify and evaluate possible courses of actions which they Simulation can be used in colleges or in the may take to deal with situations and with challenges workplace for some performance criteria but should that they face as supervisors/managers in an be used sparingly. organisation. A portfolio or written report should be Note that all evidence should remove names of supplemented by oral questions to ensure all personnel to protect the privacy of individuals and aspects of the evidence requirements are fully met. the organisation. Evidence must include: 1. Two documented examples or cases when the manager monitored staff performance and provided guidance, support and recognition and reward for achievements and outstanding performance 2. Two documented examples or cases when the manager identified needs and provided solutions to individuals in their team 3. One documented example of a successfully conducted performance review 4. Fully completing the knowledge assessment as set out in the unit either by recorded oral questioning or answers to written questions RELEVANT OCCUPATIONS ACCSTP REF All staff with supervisory or management D1.HHR.CL8.01-04 responsibility in tourism occupations © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 21
19. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT HRS7. UNIT TITLE: PROVIDE ON-THE-JOB COACHING UNIT DESCRIPTOR This unit covers the competencies required to helping individuals – either in your own team or from another work group – to develop and maintain their performance through coaching. Coaching involves helping individuals improve their performance by: • Identifying their strengths and how they can use these most effectively • Analysing areas of their work where they are less than fully effective and developing a coaching plan to address weaknesses and gaps • Coaching individuals in technical, practical skills, customer service, interpersonal/communication skills or other areas of the business operation This standard is relevant to supervisors and managers who have a specific responsibility for coaching individuals. ELEMENTS AND PERFORMANCE CRITERIA E1. Identify coaching requirements E3. Monitor progress & provide feedback P1. Work with individuals to identify and prioritise P10. Monitor the individuals’ progress in a their needs for coaching systematic way P2. Ensure that individuals’ coaching requirements P11. Provide specific feedback designed to improve are in line with your organisation’s objectives individuals’ skills, reinforce effective behaviours P3. Establish with individuals what they expect and enhance their motivation to achieve the from the coaching desired standard of performance P4. Confirm with individuals what coaching that will P12. Agree with individuals when they have achieved be provided the desired standard of performance, or when P5. Explore with individuals the knowledge and they no longer require coaching skills they need to develop, and the behaviours P13. Encourage and empower individuals to take they need to change, in order to meet the responsibility for their continuing professional desired standard of performance development P6. Explore with individuals obstacles which could hinder their progress and how to remove these obstacles E2. Prepare and deliver the coaching sessions P7. Plan with individuals how they can develop new skills and behaviours in a logical step-by-step sequence P8. Prepare the coaching sessions and confirm the content and desired outcomes P9. Deliver technical, practical or other coaching sessions to help individual develop new skills and behaviours or enhance existing skills and behaviours KNOWLEDGE REQUIREMENTS K1. Describe relevant coaching models, tools and K5. Explain how to help individuals identify and techniques, and how to apply these remove obstacles that could hinder their K2. Define the skills effective coaches require, and progress how to apply these skills K6. Explain how to help individuals prepare a K3. Review how to establish a coaching contract plan to develop their skills and/or adapt their with individuals and what the contract should behaviours cover K7. Describe how to help individuals try out new K4. Describe how to help individuals identify the skills and behaviours and how to reflect on skills they need to develop and the behaviours their progress they need to change © Environmentally & Socially Responsible Tourism Capacity Development Programme 22 funded by the EU
20. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT KNOWLEDGE REQUIREMENTS K8. Explain the importance of monitoring K10. Explain how to empower individuals to take individuals’ progress in developing new skills responsibility for their own development and behaviours and how to do this K11. Review industry requirements for supporting K9. Discuss how to give individuals specific individuals to improve their performance feedback designed to improve their skills, K12. Identify sources of information, resources and reinforce effective behaviours and enhance advice in your organisation their motivation K13. Describe your organisation’s policies and practices in relation to on-the-job coaching CONDITIONS OF PERFORMANCE AND VARIABLES 1. Identifying coaching requirements includes: 4. Suitable time and place may include: • Establishing the specific area(s) in which they • On-the-job during work hours want to develop their performance • Before or after work • Establishing their current standard of • In a simulated location away from the actual performance workplace • Establishing the standard of performance they 5. Specific job skills may relate to: wish to achieve • Skills required to support introduction of new • Establishing why they want to develop their equipment performance • Skills required to support introduction of new • Clarifying the support they can expect from you, processes and the commitment you expect from them • Skills required to support introduction of new • Confirming the coaching you will provide procedures • Confirming the timescale • Skills required to complete a job or task • Confirming the location, frequency and duration effectively and efficiently of coaching sessions • Confirming points at which progress will be Important behaviours of coaches (supervisors/ reviewed managers) include: • Confirming how progress will be measured and 1. Seek opportunities to improve performance assessed 2. Find practical ways to overcome obstacles 2. Obstacles which could hinder staff progress 3. Listen actively, ask questions, clarify points and could include: restate or rephrase statements to check mutual • Work pressures understanding • Shift patterns 4. Show empathy with others’ needs, feelings and • Resistance to change motivations and take an active interest in their concerns • Lack of facilities, equipment or resources 5. Support others to make effective use of their • Lack of support from colleagues or others abilities • Lack of proper training 6. Give feedback to others to help them maintain 3. Skill deficiencies that could be addressed by and improve their performance coaching should include: 7. Recognise the achievements and success of • Skills which do not require formal or extended others training sessions for example: 8. Inspire others with the desire to learn • Customer service or interpersonal/ 9. Address performance issues promptly and communication skills resolve them directly with the people involved • Technical or practical skills such as 10. Check individuals’ commitment to their roles operating equipment and responsibilities • Selling or promoting products and servicing 11. Communicate clearly the value and benefits of a proposed course of action 12. Model behaviour that shows, and inspires others to show, respect, helpfulness and cooperation © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 23
21. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT ASSESSMENT GUIDE ASSESSMENT METHODS Assessment of units at level 3-5 is normally based Suitable methods will include: on performance at work. Some units at levels 3-5 • Portfolio of workplace evidence cannot be assessed by observation due to • Personal statements confidentiality, work constraints/environment etc. • Witness testimony This unit may be assessed holistically by means of a • Professional discussion portfolio of evidence or report on coaching activities for staff in a hospitality or tourism environment. Simulation can be used in colleges or in the Individuals are expected to demonstrate that they workplace for some performance criteria but should can apply relevant concepts to situations which they be used sparingly. could face as supervisors/managers. They are also A portfolio or written report should be expected to suggest, justify and evaluate possible supplemented by oral questions to ensure all courses of actions which they may take to deal with aspects of the Evidence requirements are fully met. situations and with challenges that they face as supervisors/managers in an organisation. Note that all evidence should remove names of personnel to protect the privacy of individuals and the organisation. Evidence must include: 1. Two examples of work records to show your work with individuals to identify and prioritise their needs for coaching and to confirm the coaching that will be provided, the skills or behaviours they need to change and any obstacles that might hinder their progress 2. Two examples or cases of the outlines or content of the coaching sessions and the delivery of the technical, practical or other coaching sessions to help individual develop new skills and behaviours or enhance existing skills and behaviours 3. Two examples or cases of the outcomes of coaching, the progress of individual staff and how they reached the desired standard of performance 4. Fully completing the knowledge assessment as set out in the unit either by recorded oral questioning or answers to written questions RELEVANT OCCUPATIONS ACCSTP REF All staff with supervisory or management D1.HHR.CL8.06 responsibility in tourism occupations © Environmentally & Socially Responsible Tourism Capacity Development Programme 24 funded by the EU
22. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT HRS8. UNIT TITLE: DELIVER A GROUP TRAINING SESSION UNIT DESCRIPTOR This unit covers the competencies required to devise and implement training for your team members, balancing the developmental needs of the individual with the skills and knowledge needed by them to fulfil their role within the organisation. Within many hospitality organisations, particularly those that are small, there may be little human resources support, therefore as a team manager you may identify and/or provide relevant training for staff yourself. ELEMENTS AND PERFORMANCE CRITERIA E1. Establish training and development E3. Facilitate training session requirements P8. Prepare the training venue P1. Identify current competencies of trainees/staff P9. Introduce training and assessment activities P2. Identify required competencies for trainees/ P10. Conduct training session staff P11. Provide opportunities for trainees/staff to P3. Confirm the identified training gap with practice skills relevant personnel P12. Provide feedback to trainees/staff P4. Determine support available for training provision E4. Evaluate and follow up training session P13. Complete evaluation with trainees/staff E2. Prepare training P14. Ensure further training sessions incorporate P5. Plan training requirements feedback P6. Develop training content P7. Develop training resources and materials KNOWLEDGE REQUIREMENTS K1. Explain how the training needs of individuals K4. Describe how to ensure training outcomes and teams fit in with the needs of the meet identified training needs organisation K5. Explain what sort of feedback is required from K2. Explain how to carry out training needs analysis the individual on the training, and how to K3. Explain how to identify appropriate training, evaluate the effectiveness of the training and what learning outcomes are achieved via K6. Explain why it is important to look at long-term different types of training goals as well as the short-term benefits CONDITIONS OF PERFORMANCE AND VARIABLES The range statement relates to the unit of 2. Identify required competencies may include: competency as a whole. It allows for different work • Reviewing relevant training programs environments and situations that may affect • Verifying plans for the business performance. • Reviewing relevant policies and procedures 1. Identify current competencies may be • Reviewing existing job analysis sheets related to: • Specifying product and service criteria • Observing workers’ practices • Describing the workplace context, including the • Reviewing data contained in workplace staff conditions under which tasks are to be performance systems/databases completed • Seeking input from managers, supervisors and co-workers • Obtaining feedback from customers • Checking currency of qualifications, certificates and licenses • Identifying individual trainees/staff preferences for training delivery © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 25
23. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT CONDITIONS OF PERFORMANCE AND VARIABLES 3. Describe the training gap may include: 8. Provide feedback to staff/trainees may • Specifying the difference between include: organisational expectations of staff/trainees’ • Ensuring feedback is provided sensitively performance • Using positive feedback to motivate and • Actual level of workplace performance for each/ encourage staff/trainees staff/trainees • Recognising effort and not just success • Confirming identified training gaps with • Being sincere in the giving of feedback individual staff/trainees • Being open as a trainer to feedback from staff/ 4. Support available for training provision may trainees include: • Using verbal and non-verbal techniques to • Time provide feedback • Physical resources 9. Complete evaluation with learners could • Human resources include: • Financial resources • Providing evaluation forms that ensure • Training venues objective evaluation of training content, training • Training resources and materials delivery, training facilities and learning • Management support for the initiative outcomes are met • Established internal career paths based on • Ensuring further training sessions incorporate internal training delivery feedback from the training session 5. Develop training content may include: Important behaviours of coaches (supervisors/ managers) include: • Ensuring accuracy and comprehensiveness of proposed content 1. Seek opportunities to improve performance • Identifying topics and sub-topics for training 2. Find practical ways to overcome obstacles delivery 3. Listen actively, ask questions, clarify points and • Identifying the underpinning attitudes, skills and restate or rephrase statements to check mutual knowledge for each area of proposed content understanding • Mapping training content against identified 4. Show empathy with others’ needs, feelings and competencies required by staff/trainees motivations and take an active interest in their • Emphasising workplace safety at all stages of concerns training delivery and in all training content 5. Support others to make effective use of their abilities 6. Develop training resources and materials 6. Give feedback to others to help them maintain may include: and improve their performance • Matching training resources and materials against identified workplace need 7. Recognise the achievements and success of others • Identifying specific materials and resources, including manuals, texts, work books, workshop 8. Inspire others with the desire to learn guides, hand-outs, standard operating 9. Address performance issues promptly and procedures, posters, videos, sample items etc resolve them directly with the people involved • Preparing establishment-specific training 10. Check individuals’ commitment to their roles materials and resources to address identified and responsibilities workplace need 11. Communicate clearly the value and benefits of a proposed course of action 7. Facilitate training session may include: 12. Model behaviour that shows, and inspires • Adhering to the prepared training/delivery plan, others to show, respect, helpfulness and including coverage of content/objectives, and cooperation implementation of activities • Adjusting the prepared delivery plan to effectively accommodate issues arising during the training session • Applying appropriate interpersonal skills to facilitate the training • Using effective verbal communication skills to deliver training, provide supplementary information, and monitor the training session • Using suitable types of training: job talk or job demonstration © Environmentally & Socially Responsible Tourism Capacity Development Programme 26 funded by the EU
24. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT ASSESSMENT GUIDE ASSESSMENT METHODS Assessment of units at level 3-5 is normally based Suitable methods will include: on performance at work. Some units at levels 3-5 • Portfolio of workplace evidence cannot be assessed by observation due to • Observation confidentiality, work constraints/environment etc. • Personal statements This Unit may be assessed holistically by means of a • Witness testimony portfolio of evidence or report on a training session • Professional discussion for staff in a hospitality or tourism environment. Individuals are expected to demonstrate that they Simulation can be used in colleges or in the can apply relevant concepts to situations which they workplace for some performance criteria but should could face as supervisors/managers. They are also be used sparingly. expected to suggest, justify and evaluate possible A portfolio or written report should be courses of actions which they may take to deal with supplemented by oral questions to ensure all situations and with challenges that they face as aspects of the evidence requirements are fully met. supervisors/managers in an organisation. Note that all evidence should remove names of personnel to protect the privacy of individuals and the organisation. Evidence must include: 1. Two examples of training needs analysis that identifies the skills or behaviours required by staff in order to plan a training session 2. Two examples of the outlines, training plan and content of the training sessions which demonstrates how individuals developed new skills and behaviours or enhanced existing skills and behaviours 3. Two examples of the outcomes of the training session, the progress of individual staff and how they reached the desired standard of performance (based on evaluation of the training courses) 4. Fully completing the knowledge assessment as set out in the unit either by recorded oral questioning or answers to written questions RELEVANT OCCUPATIONS ACCSTP REF All staff with supervisory or management D1.HHR.CL8.07-09 responsibility in tourism occupations © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 27
25. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT HRS9. UNIT TITLE: QUALITY ASSURE WORK IN YOUR TEAM UNIT DESCRIPTOR This unit covers the competencies required to check the progress and quality of the work of team members to ensure that the required standard of performance is being met. This standard is relevant to managers, supervisors and team leaders who monitor progress of work in their team and check the quality of the output. ELEMENTS AND PERFORMANCE CRITERIA E1. Monitor progress and quality of work E3. Deal with any performance problems P1. Check regularly the progress and quality of the P6. Identify any unsatisfactory performance, work of team members against the standard discuss the causes and agree ways of performance expected improving performance with team members P2. Provide team members with prompt, specific P7. Recognise successful completion of significant feedback designed to maintain and improve pieces of work by team members their performance P8. Motivate team members to maintain and E2. Provide support to team members continuously improve their performance over time P3. Support team members in identifying and dealing with problems and unforeseen events P9. Use information collected on the performance of team members in any formal appraisal of P4. Motivate team members to complete the work performance, where appropriate they have been allocated on time and to the standard required P5. Provide any additional support and/or resources team members require to complete their work on time and to the standard required KNOWLEDGE REQUIREMENTS K1. Summarise the most effective ways of regularly K6. Explain how you review your team’s plan for and fairly checking the progress and quality of undertaking the required work the work of team members K7. Describe your organisation’s policy and K2. Describe how to provide prompt and procedures in terms of personal and constructive feedback to team members professional development K3. Explain how to select and apply different K8. Explain the reporting lines in your organisation methods for motivating, supporting and and the limits of your authority encouraging team members to complete the K9. Summarise your organisation’s standards or work they have been allocated and levels of expected performance continuously improve their performance K10. Explain your organisation’s policies and K4. Explain how to select and apply different procedures for dealing with poor performance methods for recognising team members’ achievements K5. Describe the additional support and/or resources which team members might require helping them complete their work on time and to the standard required and how to assist in providing this © Environmentally & Socially Responsible Tourism Capacity Development Programme 28 funded by the EU
26. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT CONDITIONS OF PERFORMANCE AND VARIABLES 1. Efficiency and service levels may relate to: 7. Workplace problems may relate to: • Monitoring and measuring performance • Industrial • Monitoring customer service satisfaction • Customer • Monitoring costs • Supplier • Equipment 2. Quality assurance initiatives may include: • Quality systems • Compliance • Quality standards • Administrative • Organisational 3. Quality problems may include: • Employee • Difficult customer service situations • Others • Equipment breakdown/technical failure • Failure to deliver promised service to 8. Corrective action may include: customers • New procedures and/or processes • Procedural inadequacies or failure • Changes to workplace procedures and/or • Poor rosters giving rise to inadequate/ processes inappropriate staffing levels • Others • Inadequate financial resources Important behaviours for supervisors/ • Delays and time difficulties managers include: • Others 1. Seek opportunities to improve performance 2. Find practical ways to overcome obstacles 4. Procedures and systems may be related to: • Customer service 3. Identify people’s preferred ways of communicating • Bar and restaurant operations 4. Use communication media and styles • Kitchens appropriate to different people and situations • Office administration 5. Make time available to support others • Reservation procedures 6. Give feedback to others to help them maintain • Housekeeping systems and improve their performance • Stock control 7. Recognise the achievements and success of • Security others • Safe work practices 8. Show integrity, fairness and consistency in • Record keeping decision-making • Financial procedures 9. Monitor the quality of work and progress • Others against plans and take appropriate corrective action, where necessary 5. Supportive feedback and coaching may 10. Take pride in delivering high quality, accurate relate to: work • Performance reviews 11. Seek to understand people’s needs and • Advice motivations • Guest comments 6. Workplace records may include: • Staff record • Performance reports • Time and wages records • Financial records • Cash takings • Front office transactions, vouchers and documentation • Customer records • Audit records • Stock records • Others © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 29
27. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT ASSESSMENT GUIDE ASSESSMENT METHODS Assessment of units at level 3-5 is normally based Suitable methods will include: on performance at work. Some units at levels 3-5 • Portfolio of workplace evidence cannot be assessed by observation due to • Observation confidentiality, work constraints/environment etc. • Personal statements This unit may be assessed holistically by means of a • Witness testimony portfolio of evidence or report on quality assuring • Professional discussion the work of a team in a hospitality or tourism environment. Individuals are expected to Simulation can be used in colleges or in the demonstrate that they can apply relevant concepts workplace for some performance criteria but should to situations which they could face as supervisors/ be used sparingly. managers. They are also expected to suggest, justify A portfolio or written report should be and evaluate possible courses of actions which they supplemented by oral questions to ensure all may take to deal with situations and with challenges aspects of the evidence requirements are fully met. that they face as supervisors/managers in an organisation. Note that all evidence should remove names of personnel to protect the privacy of individuals and the organisation. Evidence must include: 1. Two examples or cases of how you monitored and checked the progress and quality of the work of team members against the standard performance expected, and the support you provided to team members to maintain and improve their performance 2. Two examples of how you identified and dealt with team problems and unforeseen events and how you motivated team members to complete the work they have been allocated on time and to the standard required 3. Two examples of how you identified unsatisfactory performance, how you discussed the causes and agreed ways of improving performance with team members 4. Two examples of how you recognised successful completion of significant pieces of work by team members and motivated team members to maintain and continuously improve their performance over time 5. Fully completing the knowledge assessment as set out in the unit either by recorded oral questioning or answers to written questions RELEVANT OCCUPATIONS ACCSTP REF All staff with supervisory or management D1.HRM.CL9.04 responsibility in tourism occupations © Environmentally & Socially Responsible Tourism Capacity Development Programme 30 funded by the EU
28. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT HRS10. UNIT TITLE: PLAN, ALLOCATE AND MONITOR WORK OF A TEAM UNIT DESCRIPTOR This unit covers the competencies required to ensure that the work required of your team is effectively and fairly allocated and involves monitoring the progress and quality of the work of team members to ensure that the required level or standard or performance is being met. ELEMENTS AND PERFORMANCE CRITERIA E1. Plan the work for your team E3. Supervise progress and quality of work of P1. Confirm the work required of the team with team members your manager and seek clarification, where P6. Check the progress and quality of the work necessary, on any outstanding points and of team members on a regular and fair basis issues against the standard or level of expected P2. Plan how the team will undertake its work, performance identifying any priorities or critical activities and P7. Provide prompt and constructive feedback making best use of the available resources P8. Support team members in identifying and E2. Allocate work to team members dealing with problems and unforeseen events P3. Allocate work to team members on a fair basis P9. Motivate team members to complete the work taking account of their skills, knowledge and they have been allocated and provide any understanding, experience and workloads and additional support and/or resources to help the opportunity for development completion P4. Brief team members on the work they have P10. Monitor the team for conflict, identify the been allocated and the standard or level of cause(s) when it occurs and deal with it expected performance promptly and effectively P5. Encourage team members to ask questions, E4. Review performance of team members make suggestions and seek clarification in P11. Identify unacceptable or poor performance, relation to the work they have been allocated discuss the cause(s) and agree ways of improving performance with team members P12. Recognise successful completion of significant pieces of work or work activities by team members and the overall team and advise your manager P13. Use information collected on the performance of team members in any formal appraisal of performance KNOWLEDGE REQUIREMENTS K1. Describe different ways of communicating K7. Summarize the ways of encouraging team effectively with members of a team members to ask questions and/or seek K2. Explain the importance of confirming/clarifying clarification and make suggestions in relation the work required of the team with your to the work which they have been allocated manager and how to do this effectively K8. List the most effective ways of regularly and K3. Discuss how to plan the work of a team, fairly checking the progress and quality of the including how to identify any priorities or work of team members critical activities and the available resources K9. Explain how to provide prompt and K4. Explain how to identify and take due account constructive feedback to team members of health and safety issues in the planning, K10. Explain how to select and apply a limited range allocation and checking of work of different methods for motivating, supporting K5. Explain why it is important to allocate work and encouraging team members to complete across the team on a fair basis and how to do the work they have been allocated, improve so their performance and for recognising their K6. Explain why it is important to brief team achievements members on the work they have been K11. List the additional support and/or resources allocated and the standard or level of expected which team members might require to help performance and how to do so them complete their work and how to assist in providing this © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 31
29. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT KNOWLEDGE REQUIREMENTS K12. Explain why it is important to monitor the team K14. List the type of problems and unforeseen for conflict and how to identify the cause(s) of events that may occur and how to support conflict when it occurs and deal with it team members in dealing with them promptly and effectively K15. Describe how to log information on the K13. Explain why it is important to identify on-going performance of team members and unacceptable or poor performance by use this information for performance appraisal members of the team and how to discuss the purposes cause(s) and agree ways of improving performance with team members CONDITIONS OF PERFORMANCE AND VARIABLES 1. Performance management may be defined 4. Appraise staff should include: as: • Conducting appraisals at regular, • A process or set of processes for establishing a pre-determined intervals shared understanding of what an individual or • Application of appraisals across all staff, group is to achieve, and managing individuals in including management, full-time staff, part-time a way which increases the probability it will be staff and casual staff achieved in both the short and longer terms • Establishing initial targets for performance and 2. Performance standards may include: notifying individual staff of these • Key Performance Indicators (KPIs) used to • Gathering evidence of actual staff performance measure actual performance against set targets which should include consideration of: • Performance standards, defining the level of • Type of assessment/appraisal which may performance sought from an individual or include peer assessment, self-assessment group that are expressed quantitatively or • Team assessment, use of productivity qualitatively, and which may relate to: indicators including feedback from patrons • Productivity • Methods of collecting performance data • Punctuality to ensure data is reliable, indicative and • Personal presentation relevant • Levels of accuracy in work • Methods of interpreting performance data, including prioritizing results and • Adherence to procedures understanding • Customer service standards • The data within individual contexts • Team interaction • Response times 5. Advise staff of the result should include: • Waste minimization • Providing evidence-based feedback of staff • Cost minimization performance • Others • Agreeing on the level of concurrence between actual and required workplace performance 3. Systems to ensure staff performance is • Determining revised action, timelines and monitored may include: targets for the next phase/cycle of the appraisal • Any regularly applied and formalized system process where all staff have their actual workplace practice evaluated and assessed against 6. Action to take to underpin attainment of the predetermined goals/targets with a view to revised targets may include: determining their individual level of • Proving necessary support, such as mentoring, performance or achievement coaching, training, resources, information • Evaluation based on factual evidence • Providing support for out-of-work problems • Feedback on the identified performance encountered by staff • Support for the individual to continue • Re-allocation of duties and adjustment of acceptable performance and redress workload unacceptable performance • Re-organisation of work practices • Counselling and disciplinary action for staff • Agreement on short-term goals for unable or unprepared to bring their improvement performance in line with expectations and • Revisions to required workloads and/or standards standards • Counselling © Environmentally & Socially Responsible Tourism Capacity Development Programme 32 funded by the EU
30. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT CONDITIONS OF PERFORMANCE AND VARIABLES 7. Supporting and motivating team members Important behaviours for supervisors/ may include: managers include: • Informal but structured discussions between 1. Make time available to support others management and staff 2. Clearly agree what is expected of others and • Timely delivery of support to minimize the hold them to account negative impact of delays and enable linking of 3. Prioritise objectives and plan work to make best discussion and outcomes to recent and use of time and resources identified performance 4. State your own position and views clearly and • Application of suitable strategies to meet confidently in conflict situations individual and company needs 5. Integrity, fairness and consistency in • Providing the appropriate level of support decision-making during the counselling commensurate with the 6. Seek to understand people’s needs and issues being dealt with motivations • Referring the staff member to external 7. Take pride in delivering high quality work professional services, where appropriate 8. Take personal responsibility for making things happen 9. Encourage and support others to make the best use of their abilities 10. Be vigilant for possible risks and hazards © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 33
31. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT ASSESSMENT GUIDE ASSESSMENT METHODS Assessment of units at level 3-5 is normally based Suitable methods will include: on performance at work. Some units at levels 3-5 • Detailed work schedules, timetables and other cannot be assessed by observation due to plans for individual and team work activities confidentiality, work constraints/environment etc. • Notes of team briefings to allocate individual This unit may be assessed holistically by means of and team work activities, tasks, targets, etc a portfolio of evidence or report on allocating and • Personal statements (reflections on the process monitoring the work of a team in a hospitality or and reasoning behind work allocation) tourism environment. Individuals are expected to • Witness statements (comments on the process demonstrate that they can apply relevant concepts of work allocation and perceptions of its to situations which they could face as supervisors/ fairness) managers. They are also expected to suggest, justify • Records of individual and team work output or and evaluate possible courses of actions which they production records, production/operational may take to deal with situations and with challenges reports that they face as supervisors/managers in an • Notes, reports, recommendations to managers organisation. or other records of problems or critical Note that all evidence should remove names of incidents personnel to protect the privacy of individuals and • Health, safety or security; customers; or team the organisation. members’ work performance • Notes, emails, memos or other records of Evidence must include: formal or informal feedback or performance 1. Two examples or cases of how you planned appraisal how your team will undertake its work, • Personal statement (reflections on your own including detailed work schedules, timetables role in dealing with problems or critical and other plans for individual and team work incidents) activities, tasks, production targets • Witness statements (comments on your own 2. Two examples of how you allocated work to role in dealing with problems or critical team members on a fair basis taking account incidents) of their skills, knowledge and understanding, experience and workloads and the opportunity Simulation can be used in colleges or in the for development workplace for some performance criteria but should 3. Two examples of how you checked the be used sparingly. progress and quality of the work of team A portfolio or written report should be members and provided prompt and supplemented by oral questions to ensure all constructive feedback aspects of the evidence requirements are fully met. 4. Two examples of how you identified unsatisfactory performance, how you discussed the causes and agreed ways of improving performance with team members 5. Fully completing the knowledge assessment as set out in the unit either by recorded oral questioning or answers to written questions RELEVANT OCCUPATIONS ACCSTP REF All staff with supervisory or management D1.HRM.CL9.03 responsibility in tourism occupations © Environmentally & Socially Responsible Tourism Capacity Development Programme 34 funded by the EU
32. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT FMS4. UNIT TITLE: PREPARE AND ANALYSE FINANCIAL STATEMENTS AND REPORTS UNIT DESCRIPTOR This unit covers the competencies required to generate financial statements required to monitor business performance and to prepare and analyse financial statements and reports. ELEMENTS AND PERFORMANCE CRITERIA E1. Prepare specific financial reports E3. Distribute updated records P1. Produce the revenue report P9. Update internal records P2. Produce the balance sheet P10. Distribute the prepared financial statements P3. Produce the profit and loss statement and reports P4. Produce specific reports to meet departmental requirements E2. Analyse financial statements and reports P5. Analyse financial statements P6. Analyse financial reports P7. Ensure internal requirements are met P8. Validate the financial statements that have been prepared KNOWLEDGE REQUIREMENTS K1. Describe the organisation’s policies and K5. Identify the frequency with which financial procedures in regard to preparation, statements need to be produced presentation and distribution of financial K6. Identify the responsibilities and authorities that statements including identification of the attach to the preparation of financial statements to be prepared statements K2. Describe relevant accounting and financial K7. Identify the internal requirements in relation to terminology. Identify the financial statements financial statements that need to be produced K8. Identify the format for the preparation of K3. List the relevant legislated accounting financial statements provisions that apply to the host country K9. Identify the distribution requirements for K4. Explain the accepted principles and standards financial statements of account preparation and presentation © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 35
33. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT CONDITIONS OF PERFORMANCE AND VARIABLES 1. Financial statements may include: Important behaviours for supervisors/ • Balance sheet managers include: • Profit and loss statement 1. Find practical ways to overcome obstacles • Revenue statements 2. Present information clearly, concisely, • Bank reconciliations accurately and in ways that promote understanding 2. Revenue report should: 3. Balance risks against the benefits that may arise • Reflect the operating profit for the reporting from taking risks period 4. Identify and seize opportunities to obtain • Comply with organisational policy and resources procedures 5. Comply with, and ensure others comply with, • Align with designated accounting requirements legal requirements, industry regulations, 3. Balance sheet should: organisational policies and professional codes • Reflect the financial position of the business at 6. Act within the limits of your authority to the end of the reporting period communicate clearly the value and benefits of a proposed course of action • Comply with organisational policy and procedures 7. Use a range of legitimate strategies and tactics to influence people • Align with designated accounting requirements 8. Work towards win-win solutions 4. Profit and loss statement should: 9. Identify the range of elements in a situation and • Reflect transactions over a period of time and how they relate to each other business performance 10. Specify the assumptions made and risks • Comply with organisational policy and involved in understanding a situation procedures 11. Test a variety of options before taking a • Align with designated accounting requirements decision 5. Specific departmental financial reports may include: • Statement of cash flow • Daily, weekly and monthly revenue reports • Sales and occupancy report • Restaurant and banquets summary • F&B sales • Travel receipts report • Advance deposit report • Guest credit report • Refund documentation report • Cash transaction report • Non-cash transaction report • Account receivable and payable transaction report • Vouchers for payment of/in lieu of payment report • Credit card imprints transaction report 6. Validate the financial statements may include: • Ensuring statements, data and explanatory notes are error free • Ensuring all provided information is clear, accurate, easy to understand and complete • Ensuring statements meet necessary reporting requirements • Making necessary additions and/or corrections 7. Update internal records may include: • Entering data to reflect the current status of the financial statements • Printing and archiving copies of the financial statements © Environmentally & Socially Responsible Tourism Capacity Development Programme 36 funded by the EU
34. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT ASSESSMENT GUIDE ASSESSMENT METHODS Assessment of units at level 3-5 is normally based Suitable methods will include: on performance at work. Some units at levels 3-5 • Portfolio of workplace evidence cannot be assessed by observation due to • Observation confidentiality, work constraints/environment etc. • Personal statements This unit may be assessed holistically by means of • Witness testimony a portfolio of evidence or report on preparing a • Professional discussion budget for a department or project in a hospitality or tourism environment. Individuals are expected to Simulation can be used in colleges or in the demonstrate that they can apply relevant concepts workplace for some performance criteria but should to situations which they could face as supervisors/ be used sparingly. managers. They are also expected to suggest, justify A portfolio or written report should be and evaluate possible courses of actions which they supplemented by oral questions to ensure all may take to deal with situations and with challenges aspects of the evidence requirements are fully met. that they face as supervisors/managers in an organisation. . Note that all evidence should remove names of personnel to protect the privacy of individuals and the organisation. Evidence must include: 1. At least two financial statements developed 2. At least two financial reports developed 3. At least one updated internal record based on financial statements prepared and/or financial reports developed 4. Fully completing the knowledge assessment as set out in the unit either by recorded oral questioning or answers to written questions RELEVANT OCCUPATIONS ACCSTP REF All Managers or Supervisors in tourism organisations D2.TFA.CL7.02 © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 37
35. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT SCS2. UNIT TITLE: MANAGE INCIDENTS AND EMERGENCIES UNIT DESCRIPTOR This unit covers the competencies required to ensure safety and security in hotels by managing incidents and emergencies professionally. Incidents and emergencies could include fire, flood or other environmental incidents, scenes of crime, accidents and medical emergencies, health and safety and security incidents. It is important that procedures are in place to deal with incidents and emergencies and that these are communicated to those who need to know, including what to do; how to use appropriate emergency equipment; how to contact emergency services and other relevant sources of assistance; and how to record and report details of incidents and emergencies. ELEMENTS AND PERFORMANCE CRITERIA E1. Ensure procedures are developed and E3. Ensure the safety of guests and personnel communicated P6. Ensure everyone involved or affected by the P1. Ensure procedures are in place to deal with incident and emergency is given relevant incidents and emergencies information including any information on P2. Ensure that procedures are communicated to potential risks those that need to be informed P7. Provide support and direction to others involved in the incident or emergency E2. Respond to incidents or emergencies P8. Ensure that the integrity of evidence is P3. Take responsibility in the event of an incident preserved where this could be required by or emergency and respond quickly with a the emergency services or other parties e.g. proposed course of action insurance company P4. Seek and clarify information about the incident P9. Maintain your own safety while dealing with or emergency incidents or emergencies P5. Where necessary summon the help of the appropriate emergency services or other E4. Evaluate and report on the incident or relevant sources of assistance, giving full and emergency accurate details of the incident or emergency P10. Collect information about the incident or emergency that might help to establish the cause and prevent reoccurrence P11. Ensure the procedure for recording and reporting incidents and emergencies is followed and the required documentation is completed in line with procedures and timescales KNOWLEDGE REQUIREMENTS K1. Describe the procedures and specific K6. Explain the importance of keeping those instructions for dealing with incidents and involved or affected by the incident or emergencies, including evacuation procedures emergency informed of the situation and any and contingency plans potential risks K2. Describe appropriate ways to communicate K7. Explain the importance of preserving the procedures and instructions to those that need integrity of evidence to be informed K8. Describe the safe practices which should be K3. Explain the importance of responding quickly used when dealing with emergencies to an incident or emergency and providing K9. Explain the importance of investigating the direction cause of incidents and emergencies K4. Explain the importance of clarifying information K10. Identify the legislative requirements for about the incident or emergency to inform recording and reporting incidents and course of action emergencies and procedures for the K5. Identify the procedures for contacting completion of documentation emergency services or other relevant sources of assistance and the information to give them © Environmentally & Socially Responsible Tourism Capacity Development Programme 38 funded by the EU
36. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT CONDITIONS OF PERFORMANCE AND VARIABLES 1. Procedures could include: Important behaviours for supervisors/ • Handing fire alarms managers include: • Dealing with fires 1. Seek opportunities to improve performance • Property damage 2. Present information clearly, concisely, • Gas leak or explosion accurately and in ways that promote • Medical situation, such as injury, collapse, understanding assault victim 3. Keep people informed of plans and • Contacting police, including contracted security developments in a timely way services 4. Comply with, and ensure others comply with, • Contacting medical assistance, including legal requirements, industry regulations, ambulance, in-house doctors, hospitals organisational policies and professional codes • Contacting fire service 5. Refer issues outside the limits of your authority to appropriate people 2. Respond to incidents or emergencies could 6. Watch out for potential risks and hazards include: 7. Make appropriate information and knowledge • Identifying cause and seriousness of incident or available promptly to those who need it and emergency have a right to it • Making announcements to staff and guests 8. Make effective use of available resources • Evacuating premises 9. Identify the range of elements in a situation and • Calling emergency services how they relate to each other • Ensuring safety of staff, guests and self 10. Specify the assumptions made and risks involved in understanding a situation 3. Ensure the safety of guests and personnel could include: 11. Take timely decisions that are realistic for the situation • Providing relevant information including any information on potential risks 12. Take decisions in uncertain situations or based on incomplete information when necessary • Providing support and direction to others involved in the incident or emergency • Ensuring that the integrity of evidence is preserved for follow up • Maintaining your own safety while dealing with incidents or emergencies 4. Evaluate and report on the incident or emergency could include: • Collecting information about the incident or emergency that might help to establish the cause and prevent reoccurrence • Ensuring the procedure for recording and reporting incidents and emergencies is followed • Ensuring the required documentation is completed in line with procedures © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 39
37. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT ASSESSMENT GUIDE ASSESSMENT METHODS This unit may be assessed holistically by means of a Assessment of units at level 3-5 is normally based portfolio of evidence or report on aspects of on performance at work. Some units at levels 3-5 managing discipline in a hospitality or tourism cannot be assessed by observation due to environment. Individuals are expected to confidentiality, work constraints/environment etc. demonstrate that they can apply relevant concepts Suitable methods will include: to situations which they could face as supervisors/ managers. They are also expected to suggest, justify • Portfolio of workplace evidence to include and evaluate possible courses of actions which they notes of meetings, notes of discussion with may take to deal with situations and with challenges individuals and colleagues, details of support that they face as supervisors/managers in an and advice provided to individuals, record of organisation. feedback etc (without named individuals) • Observation Note that all evidence should remove names of • Personal statements personnel to protect the privacy of individuals and • Witness testimony the organisation. • Professional discussion Assessment evidence should include: Simulation can be used in colleges or in the 1. At least 3 procedures developed to deal with workplace for some performance criteria but should incidents and emergencies, with evidence of be used sparingly. communication to others in the hotel 2. At least two examples or cases of incidents or A portfolio or written report should be emergencies that were responded to, and the supplemented by oral questions to ensure all course of action taken to address them aspects of the evidence requirements are fully met. 3. At least two reports provided that show how Assessing knowledge and understanding: you evaluated and reported on the incident or Knowledge and understanding are key components emergency, what information you collected to of competent performance. Where knowledge and help to establish the cause and prevent understanding (and the handling of contingency reoccurrence situations) is not apparent from performance 4. Fully completing the knowledge assessment evidence, it must be assessed by other means and satisfactorily be supported by suitable evidence such as: • Documented answers to oral questioning • Written examination RELEVANT OCCUPATIONS ACCSTP REF All supervisory or management staff with D1.HSS.CL4.01 and D1.HSS.CL4.04 responsibility for security © Environmentally & Socially Responsible Tourism Capacity Development Programme 40 funded by the EU
38. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT FOS4.1. UNIT TITLE: MANAGE REVENUE UNIT DESCRIPTOR This unit describes the competencies required to forecast, manage room occupancy, average daily room rate and to use yield management for maximizing revenue. ELEMENTS AND PERFORMANCE CRITERIA E1. Set revenue management goals and E3. Optimise revenue objectives P7. Optimise occupancy P1. Set goals P8. Optimise Rate Mix P2. Set objectives P9. Analyse length-of-stay effects E2. Forecast revenue P10. Use multiple distribution channels P3. Forecast occupancy percentage P11. Consider ancillary revenue P4. Forecast average daily room rate P12. Consider marginal cost P5. Forecast Rev PAR P13. Control strategy and tactics. P6. Forecast revenue KNOWLEDGE REQUIREMENTS K1. Describe how to set goals and objectives for K7. Describe how records can be used for the revenue management purpose of future revenue management K2. Review the sources of gathering data for decisions forecast creation K8. Explain the objectives and mechanisms of K3. Describe the ways in which and the sources of revenue management for rooming sales gathering data for forecast creation K9. Explain the key principles of revenue K4. Explain how to create an accurate rooms sales management forecast K10. Explain how to maximize room revenue K5. Explain when rate and stay controls should and without impacting occupancy or guest should not be used satisfaction K6. Give examples of an overbooking policy and K11. Explain how to calculate revenue related index give justifications for such policies CONDITIONS OF PERFORMANCE AND VARIABLES 1. Goals for revenue management may include: 3. Data need to forecast may include: • Maximizing net Rev PAR • The number of rooms sold to date, • Maximizing revenue • The hotel capacity, • Maximising the profitability of each segment • The number of out-of-order rooms for each day 2. The objectives of revenue management are: • Distribution of occupancy by day-of-week • To ensure that all rooms are reserved and sold • Seasonality to clients who will contribute the most revenue • Booking pace to the operation at any given business period • Special events 4. Forecast frequency may be: • 90-day • Once a month • 14-day • A week © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 41
39. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT ASSESSMENT GUIDE ASSESSMENT METHODS The following assessment evidence is required: 1. The most appropriate method for assessment 1. Evidence provided in the form of a of management competence would be by management report detailing revenue portfolio of workplace evidence and/or third management goals and objectives party reports completed by a supervisor 2. Evidence provided in the form of a 2. Knowledge can be assessed by recorded oral management report setting out forecast on questioning or written assessment room occupancy percentage average daily 3. Assessment could include a simulation activity, room rate, Rev PAR and revenue supported by project work 3. Evidence of how you optimized occupancy through a variety of methods including: rate mix, length of stay, multiple distribution channels Evidence should demonstrate the following: • Ability to set goals and gather data to create a forecast on room occupancy percentage average daily room rate, Rev PAR, and revenue • Ability to analyse main factors of optimizing revenue model RELEVANT OCCUPATIONS ACCSTP REF Operations Manager, Room Division Director/ N/A Manager, Front Office Manager © Environmentally & Socially Responsible Tourism Capacity Development Programme 42 funded by the EU
40. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT FOS4.2. UNIT TITLE: MANAGE FRONT OFFICE OPERATIONS UNIT DESCRIPTOR This unit describes the competencies required to manage Front office operations. ELEMENTS AND PERFORMANCE CRITERIA E1. Monitor and improve front office E3. Maintain workplace records operations P10. Complete workplace records accurately and P1. Monitor efficiency and service levels on an submit within required timeframes on-going basis through close contact with day P11. Delegate and monitor completion of records to day operations prior to submission P2. Ensure that front office operations support E4. Solve problems and make decisions quality assurance initiatives P12. Identify workplace problems promptly and P3. Identify quality problems and issues promptly analyse from an operational and customer and make appropriate adjustments and get service perspective relevant approvals P13. Initiate corrective action to resolve the P4. Adjust procedures and systems in consultation immediate problem where appropriate with colleagues to improve efficiency and effectiveness P14. Encourage team members to participate in solving problems they raise P5. Consult colleagues about ways to improve efficiency and service levels P15. Monitor the effectiveness of solutions in front office operations E2. Plan and organise workflow P6. Schedule work in a manner that enhances efficiency and customer service quality P7. Delegate work to appropriate people using schedules and work plans P8. Assess progress against agreed objectives and timelines P9. Assist colleagues in prioritization of workload through supportive feedback and coaching KNOWLEDGE REQUIREMENTS K1. Describe the health and safety standards that K9. Explain how to alter work allocation in order to need to be followed with regards to the front improve the service office K10. Explain how to monitor the allocation and use K2. Explain how the front office integrates with of Front office resources other departments K11. Identify the types of problems that may occur K3. Explain how to allocate work to staff in the Front office K4. Explain how to monitor responsibilities to K12. Explain how to deal with problems with the ensure standards are maintained Front office service K5. Explain how to identify training needs, plan and K13. Describe how to report problems with the conduct training Front office service K6. Explain how to ensure staffs have the skills and K14. Explain the limits of own authority when knowledge to carry out their work effectively dealing with problems K7. Explain how to brief staff, for example verbal K15. Explain why it is important to review instructions, written instructions, demonstrations procedures or diagrams K16. Explain how to identify and suggest possible K8. Explain how to give feedback to staff in a way ways of improving the front office service that motivates them © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 43
41. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT CONDITIONS OF PERFORMANCE AND VARIABLES 1. Service levels may include: 4. Health and safety standards should be • Excellent service applied for: • Acceptable service • Guests • Bad service • Staff • The organisation 2. Brief staff on Front Office duties may include: 5. Importance to review procedures may • Procedures include: • Work routines • Developing qualified employees • Standard of behaviour • Performing jobs according to pre-determined • Standards of operations standards • Reducing errors 3. Methods to brief staff on Front Office duties may include: • Verbal instructions • Written instructions • Demonstrations • Diagrams ASSESSMENT GUIDE ASSESSMENT METHODS The following assessment evidence is required: 1. The most appropriate method for assessment 1. Evidence of two occasions when monitoring of management competence would be by efficiency and service levels led to portfolio of workplace evidence and/or third improvements in operations party reports completed by a supervisor 2. Evidence of two occasions when quality 2. Knowledge can be assessed by recorded oral problems were identified and issues promptly questioning or written assessment dealt with 3. Assessment could include a simulation activity, 3. Evidence of two occasions when procedures supported by project work and systems were adjusted (in consultation with colleagues) to improve efficiency and effectiveness 4. Evidence of two occasions of scheduling work in a manner that enhances efficiency and customer service quality 5. Evidence of two occasions of identifying workplace problems and initiating corrective action to resolve the problem Evidence should demonstrate the following: • Ability to supervise front office operations • Ability to communicate effectively with staff and customer about anything relating to Front office service • Ability to identify and deal with any problem that threaten to disrupt front office operation • Ability to adjust any front office procedure in consultation with colleagues • Ability to schedule work and to delegate work to appropriate people • Ability to complete workplace records accurately within required timeframes • Ability to encourage team members to participate in solving any problem © Environmentally & Socially Responsible Tourism Capacity Development Programme 44 funded by the EU