Tiêu chuẩn nghề du lịch Viêt Nam - Hotel Management (Phần 2)

Nội dung text: Tiêu chuẩn nghề du lịch Viêt Nam - Hotel Management (Phần 2)

1. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT FMS1. UNIT TITLE: PREPARE BUDGETS UNIT DESCRIPTOR This unit covers the competencies required for managers with responsibility for preparing budgets for their departments. ELEMENTS AND PERFORMANCE CRITERIA E1. Prepare budget information E3. Present budget recommendations P1. Identify and interpret sources of data required P8. Present recommendations clearly, concisely for budget preparation and in an appropriate format P2. Review and analyse data P9. Circulate draft budget to relevant colleagues P3. Obtain other stakeholder input into budget for comment plan P10. Adjust budget and complete the final budget P4. Provide relevant colleagues with the within designated timelines opportunity to contribute to the budget P11. Inform colleagues of final budget decisions planning process E2. Draft budget P5. Draft budget, based on analysis of all available information P6. Estimate income and expenditure using valid, reliable and relevant information P7. Review income and expenditure for previous time periods to help with budget forecast KNOWLEDGE REQUIREMENTS K1. Explain how to engage stakeholders in K5. Describe how to calculate fixed and variable identifying and justifying requirements for costs of activities. financial resources. K6. Describe cost-benefit analysis techniques K2. Explain how to identify and interpret sources of K7. Explain the importance of developing data required for budget preparation alternative solutions as fullback positions. K3. Explain how to provide relevant colleagues with K8. Explain the importance of obtaining feedback the opportunity to contribute to the budget on your presentation of the budget and how to planning process use this feedback to improve future proposals K4. Explain how you present budget recommendations to others © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 63
2. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT CONDITIONS OF PERFORMANCE AND VARIABLES 1. Data and data sources required for budget Important behaviours for supervisors/ preparation may include: managers include: • Performance data from previous periods 1. Recognise changes in circumstances promptly • Financial proposals from key stakeholders and adjust plans and activities accordingly • Financial information from suppliers 2. Find practical ways to overcome obstacles • Customer or supplier research 3. Present information clearly, concisely, • Competitor research accurately and in ways that promote • Management policies and procedures understanding • Organisational budget preparation guidelines 4. Balance risks against the benefits that may arise from taking risks 2. Internal and external issues that could 5. Identify and seize opportunities to obtain impact on budget development may include: resources • Organisational and management re-structures 6. Take repeated or different actions to overcome • Enterprise/organisational objectives obstacles • New legislation or regulation 7. Comply with, and ensure others comply with, • Growth or decline in economic conditions legal requirements, industry regulations, • Significant price movement for certain organisational policies and professional codes commodities or items 8. Act within the limits of your authority • Shift in market trends communicate clearly the value and benefits of a • Scope of the project proposed course of action • Venue availability (for events) 9. Use a range of legitimate strategies and tactics to influence people • Human resource requirements 10. Work towards win-win solutions • Others 11. Respond positively and creatively to setbacks 3. Budgets may include: 12. Identify the range of elements in a situation and • Cash budgets how they relate to each other • Departmental budgets 13. Specify the assumptions made and risks • Wages budgets involved in understanding a situation • Project budgets 14. Test a variety of options before taking a • Event budgets decision • Sales budgets • Cash flow budgets • Grant funding budgets • Others 4. Input may include: • Budget restrictions • Client expectations • Owners/stakeholders expectations • Others 5. Recommendations may include: • Budget restrictions • Operational budgets • Contingency plan 6. Budget decisions may refer to: • Increase/decrease in allocations • Cost-cutting decisions, such as redundancy, closing departments or outlets, etc. • Expansion decisions, such as employing more staff, opening new outlets/departments, etc. 7. Financial commitments may relate to: • Contracts related to expenditure • Contracts related to income © Environmentally & Socially Responsible Tourism Capacity Development Programme 64 funded by the EU
3. 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 one minute of meetings you have organised with people in your area of responsibility and those with specialist expertise, to discuss, review and agree the budget for your department or team 2. One draft budget prepared for your department 3. One approved and implemented budget for your department 4. Notes of a meeting or email/letter in which you received approval for the prepared budget 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 Managers or Supervisors in tourism organisations D1.HFA.CL7.07 © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 65
4. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT FMS2. UNIT TITLE: PROCURE PRODUCTS OR SERVICES UNIT DESCRIPTOR This unit covers the competencies required for procuring products and/or services from external suppliers. This unit is relevant to managers who are not procurement specialists but are required to procure products and/or services as part of their role. ELEMENTS AND PERFORMANCE CRITERIA E1. Prepare for procurement E3. Agree terms and issue contract P1. Comply with relevant organisational P6. Negotiate with selected suppliers to reach an procedures and legal and ethical requirements agreement which offers good value for money when procuring products and/or services and is acceptable to both parties P2. Seek support from colleagues or procurement P7. Agree contract with suppliers or legal specialists on any aspect of procuring E4. Monitor supplier performance products and/or services about which you are unsure P8. Monitor the performance of suppliers in terms of the quality, quantity, timeliness and reliability P3. Consult with others involved to identify your of products and/or services requirements for products and/or services, drawing up detailed specifications, where P9. Take prompt action to resolve any problems, in necessary line with the terms of the contract E2. Source and select products, services and suppliers P4. Source products and/or services which meet your requirements, where possible identifying a diverse range of products, services and/or suppliers so you can compare alternatives P5. Select products, services and suppliers which offer the optimal mix of quality, cost, timeliness and reliability KNOWLEDGE REQUIREMENTS K1. Explain the importance of following relevant K8. Discuss the importance of agreeing a contract organisational procedures and legal and ethical which clearly states quality and quantity of requirements when procuring products and/or products and/or services, timescales and costs, services terms and conditions, and consequences if K2. Explain the importance of consulting with either party fails to comply with the contract others involved to identify your requirements K9. State how you monitor the performance of for products and/or services suppliers in terms of the quality, quantity, K3. Describe how to draw up detailed timeliness and reliability of products and/or specifications for procuring products and/or services services K10. Discuss the importance of taking prompt K4. Describe how to source products and/or action to resolve any problems with the services which meet your requirements performance of suppliers, in line with the K5. Explain how to compare alternative products terms of the contract, and how to decide what and/or services and suppliers action should be taken and when. You need to K6. Explain how to select products and/or services know and understand: Industry/sector specific and suppliers which offer the optimal mix of knowledge and understanding quality, quantity, costs, timeliness and reliability K11. State the industry requirements for procuring K7. Explain how to negotiate with selected products and/or services suppliers to reach an agreement which offers good value for money and is acceptable to both parties © Environmentally & Socially Responsible Tourism Capacity Development Programme 66 funded by the EU
5. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT CONDITIONS OF PERFORMANCE AND VARIABLES 1. Legal requirements when procuring Important behaviours for supervisors/ products and/or services could include: managers include: • Local laws and regulations • Present information clearly, concisely, • Company policies and regulations accurately and in ways that promote • Company tender requirements understanding • Comply with, and ensure others comply with, 2. Ethical requirements when procuring legal requirements, industry regulations, products and/or services could include: organisational policies and professional codes • Fair and transparent tendering • Act within the limits of your authority • Suppliers sourced by product or service criteria • Show integrity, fairness and consistency in rather than personal relationships decision-making • No personal interest or family/friendship • Address performance issues promptly and involvement resolve them directly with the people/suppliers • No personal financial gain or commission involved arrangement • Clearly agree what is expected of others and 3. Support from colleagues or procurement or hold them to account legal specialists could include: • Work towards win-win solutions • Advice on procurement procedure and policy • Make effective use of available resources • Recommendations on suitable suppliers • Seek new sources of support when necessary • Legal advice • Take timely decisions that are realistic for the situation 4. Monitor supplier performance could include: • Quality of product/service according to specifications agreed • Timeliness of delivery • Reliability • Maintenance and support from supplier 5. Contracts should include: • Quality and quantity of products and/or services to be supplied • Timescales and costs • Terms and conditions • Consequences if either party fails to comply with the contract © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 67
6. 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 and evaluate possible courses of actions which they • Observation may take to deal with situations and with challenges • Personal statements that they face as supervisors/managers in an • Witness testimony organisation. • Professional discussion Note that all evidence should remove names of Simulation can be used in colleges or in the personnel to protect the privacy of individuals and workplace for some performance criteria but should the organisation. be used sparingly. Evidence for this unit should include: A portfolio or written report should be 1. At least two examples of products or supplemented by oral questions to ensure all services procured showing how you complied aspects of the evidence requirements are fully met. with relevant organisational procedures and legal and ethical requirements 2. At least two recorded examples of how you seek support and consult with colleagues or procurement or legal specialists on aspects of procuring products and/or services about which you are unsure 3. At least two examples of products and/or services sourced and selected which met your requirements (should include details of comparative products/services and final contracts offered) 4. At least two examples showing how you monitored the performance of suppliers in terms of the quality, timeliness and reliability of products and/or services and how your resolved any problems RELEVANT OCCUPATIONS ACCSTP REF All staff with supervisory or management responsibility D1.HFA.CL7.02 in tourism occupations © Environmentally & Socially Responsible Tourism Capacity Development Programme 68 funded by the EU
7. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT FMS3. UNIT TITLE: MANAGE BUDGETS UNIT DESCRIPTOR This unit covers the competencies required in managing the budget for your area of responsibility or for specific projects or activities. This standard is relevant to managers and leaders with budget responsibility for an operational area or for specific projects or activities. ELEMENTS AND PERFORMANCE CRITERIA E1. Monitor and control budget activity E2. Review and adjust budget as necessary P1. Use the agreed budget to actively monitor and P4. Propose revisions to the budget, if necessary, control performance for your area of in response to variances and/or significant or responsibility, activity or project unforeseen developments and discuss and P2. Engage appropriate colleagues and other key agree the revisions with those with stakeholders in managing budgets decision-making responsibility P3. Identify the causes of any significant variances P5. Provide on-going information on performance between what was budgeted and what actually against the budget to those with happened and take prompt corrective action, decision-making responsibility obtaining agreement from those with P6. Advise relevant people promptly if you have decision-making responsibility, if required identified evidence of potentially fraudulent activities P7. Gather information from implementation of the budget to assist in the preparation of future budgets KNOWLEDGE REQUIREMENTS K1. Explain how to engage colleagues and K7. Explain the importance of agreeing revisions to stakeholders in managing budgets the budget and communicating the changes K2. Explain the purposes of budgetary systems K8. Explain the importance of providing regular K3. Explain how to use a budget to actively information on performance against the monitor and control performance for a defined budget to other people area or activity of work K9. Identify types of fraudulent activities and how K4. Define the main causes of variances and how to identify them to identify them K10. Describe what to do and who to contact if you K5. Evaluate the different types of corrective action suspect fraud has been committed which could be taken to address identified K11. Identify who needs information in your variances organisation about performance against your K6. Describe how unforeseen developments can budget, what information they need, when they affect a budget and how to deal with them need it and in what format © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 69
8. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT CONDITIONS OF PERFORMANCE AND VARIABLES 1. Internal and external issues that could Important behaviours for supervisors/ impact on budgets may include: managers include: • Organisational and management re-structures 1. Recognise changes in circumstances promptly • Enterprise/organisational objectives and adjust plans and activities accordingly • New legislation or regulation 2. Present information clearly, concisely, • Growth or decline in economic conditions accurately and in ways that promote • Significant price movement for certain understanding commodities or items 3. Keep people informed of plans and • Shift in market trends developments in a timely way • Scope of the project 4. Comply with, and ensure others comply with, legal requirements, industry regulations, • Venue availability (for events) organisational policies and professional codes • Human resource requirements 5. Act within the limits of your authority • Others 6. Identify and raise ethical concerns 2. Budget may include: 7. Accurately calculate risks, and make provision • Cash budgets so that unexpected events do not impede the • Departmental budgets achievement of objectives • Wages budgets 8. Monitor the quality of work and progress • Project budgets against plans and take appropriate corrective action, where necessary • Event budgets 9. Make effective use of existing sources of • Sales budgets information • Cash flow budgets 10. Check the accuracy and validity of information • Grant funding budgets 11. Communicate clearly the value and benefits of • Others a proposed course of action 3. Input may include: 12. Work towards win-win solutions • Budget restrictions • Client expectations • Owners/stakeholders expectations • Others 4. Recommendations may include: • Budget restrictions • Operational budgets • Contingency plan 5. Budget decisions may refer to: • Increase/decrease in allocations • Cost-cutting decisions, such as redundancy, closing departments or outlets, etc. • Expansion decisions, such as employing more staff, opening new outlets/departments, etc. 6. Financial commitments may relate to: • Contracts related to expenditure • Contracts related to income 7. Fraud could include: • Account takeover • Application fraud • Exploiting assets and information • Fake invoice scams • False accounting • Payment fraud • Procurement fraud • Receipt fraud • Travel and subsistence fraud © Environmentally & Socially Responsible Tourism Capacity Development Programme 70 funded by the EU
9. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT ASSESSMENT GUIDE ASSESSMENT METHODS This unit may be assessed holistically by means of Assessment of units at level 3-5 is normally based a portfolio of evidence or report. Individuals are on performance at work. Some units at levels 3-5 expected to demonstrate that they can apply cannot be assessed by observation due to relevant concepts to situations which they could face confidentiality, work constraints/environment etc. as supervisors/managers. They are also expected Suitable methods will include: to suggest, justify and evaluate possible courses of actions which they may take to deal with situations • Portfolio of workplace evidence to include and with challenges that they face as supervisors/ notes of meetings, notes of discussion with managers in an organisation. individuals and colleagues, details of support and advice provided to individuals, record of Note that all evidence should remove names of feedback etc. (without named individuals) personnel to protect the privacy of individuals and • Observation the organisation and in the case of budgets, no • Personal statements names of companies or individuals should be • Witness testimony included in portfolio or documentary evidence. • Professional discussion Evidence must include: Simulation can be used in colleges or in the 1. Two examples/cases demonstrating how you workplace for some performance criteria but should monitored and controlled budget activity for be used sparingly. your area of responsibility, activity or project. Examples should show how you engaged A portfolio or written report should be appropriate colleagues and other key supplemented by oral questions to ensure all stakeholders in managing budgets aspects of the evidence requirements are fully met. 2. One example/case where you identified Assessing knowledge and understanding: causes of any significant variances between Knowledge and understanding are key components what was budgeted and what actually of competent performance. Where knowledge and happened and the corrective action you took understanding (and the handling of contingency 3. One example of how you proposed revisions situations) is not apparent from performance to the budget in response to variances and/or evidence, it must be assessed by other means and significant or unforeseen development be supported by suitable evidence such as: • Documented answers to oral questioning • Written examination RELEVANT OCCUPATIONS ACCSTP REF All staff with supervisory or management D1.HFI.CL8.03 responsibility in tourism occupations © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 71
10. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT GAS1. UNIT TITLE: MANAGE PHYSICAL RESOURCES UNIT DESCRIPTOR This unit covers the competencies required for managing the physical resources (equipment, materials, premises, services and energy supplies) required to carry out planned activities in your avea of responsibility. Thiss unit is relevant to all managers and supervisors who are responsible for the physical resources in their area of responsibility. ELEMENTS AND PERFORMANCE CRITERIA E1. Plan the use of resources E3. Share and monitor resources P1. Engage those who use resources in planning P5. Negotiate with colleagues over the use of how they can be used most efficiently and shared resources, taking into account the monitoring their actual use needs of the different parties involved and the P2. Plan to use resources in ways that are effective, overall objectives of your organisation efficient and minimise any adverse impact on P6. Monitor the quality of resources and patterns the environment of resource use systematically E2. Secure and dispose of resources P7. Take timely corrective action to deal with any significant variances between actual and P3. Take appropriate action to ensure the security planned resource use of resources and that they are used safely P4. Ensure that resources no longer required are disposed of in ways that minimise any adverse impact on the environment KNOWLEDGE REQUIREMENTS K1. Explain why it is important to engage those K5. Describe the risks associated with the types who use resources in managing how they are of resources used and actions you can take to used, and how to do so ensure resources are secure and used safely K2. Explain how to develop an operational plan K6. Explain the importance of monitoring the and make adjustments to the plan if required quality and use of resources continuously, and resources cannot be obtained in full how to do so K3. Describe how to negotiate the use of shared K7. Describe the types of corrective actions (e.g. resources with colleagues to optimise resource changing planned activities, changing the ways use for all concerned in which resources are used for activities, K4. Discuss the potential environmental impact of renegotiating the availability of resources) you resource use/disposal and actions you can take can take in case of significant discrepancies to minimise any adverse impact between actual and planned resource use © Environmentally & Socially Responsible Tourism Capacity Development Programme 72 funded by the EU
11. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT CONDITIONS OF PERFORMANCE AND VARIABLES 1. Physical resources may include: Important behaviours for supervisors/ • Buildings managers include: • Equipment 1. Recognise changes in circumstances promptly • Fixtures, fittings and furnishings and adjust plans and activities accordingly • Vehicles 2. Comply with, and ensure others comply with, • Gardens legal requirements, industry regulations, organisational policies and professional codes • Pools 3. Act within the limits of your authority 2. Monitoring resources may include: 4. Prioritise objectives and plan work to make the • Maintenance effective use of time and resources • Repair 5. Accurately calculate risks, and make provision • Replacement so that unexpected events do not impede the achievement of objectives 3. Systems to monitor condition and 6. Monitor the quality of work and progress performance of physical resources may against plans and take appropriate corrective include: action, where necessary • Integration of reporting into day to day 7. Make effective use of existing sources of operating procedures information • Regular management reports 8. Seek to understand people’s needs and • Internal/external inspections and audits motivations • Regular staff feedback 9. Create a sense of common purpose • Analysis of maintenance costs over a period of 10. Communicate clearly the value and benefits of time a proposed course of action 11. Work towards win-win solutions © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 73
12. 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 actions that they face as supervisors/managers in an taken and record of feedback etc (without organisation. 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 Performance evidence should include: Simulation can be used in colleges or in the 1. At least two work plans that show how you workplace for some performance criteria but should plan to use resources in ways that are effective, be used sparingly. efficient and minimise any adverse impact on the environment. The work plan should also A portfolio or written report should be indicate how you engage others in planning supplemented by oral questions to ensure all how to use resources efficiently aspects of the evidence requirements are fully met. 2. One example of how you disposed of Resource Implications: resources in ways that minimised any adverse Training and assessment to include access to a real impact on the environment or simulated workplace that provides the manager 3. Two examples of how you monitored the with an opportunity to demonstrate application of quality and patterns of resource use and took knowledge of financial and legal issues that timely corrective action to deal with any impact on the management of physical resources to significant variances between actual and specific tourism and hospitality workplace situations planned resource use and problems; and access to workplace standards, procedures, policies, guidelines, tools and current financial data and regulations RELEVANT OCCUPATIONS ACCSTP REF All staff with supervisory or management D1.HRM.CL9.11 responsibility in tourism occupations © Environmentally & Socially Responsible Tourism Capacity Development Programme 74 funded by the EU
13. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT GAS6. UNIT TITLE: MANAGE DAILY OPERATIONS UNIT DESCRIPTOR This unit covers the competencies required to perform daily operations in a hotel, tourism or travel organisation. ELEMENTS AND PERFORMANCE CRITERIA E1. Inspect key areas and equipment E4. Monitor performance standards P1. Ensure main areas are clean and ready for use P9. Review daily reports P2. Ensure all equipment and materials are in P10. Interpret data place P11. Diagnose problems E2. Perform daily requisition procedures E5. Monitor productivity standards P3. Review all stocks and supplies P12. Review customer feedback P4. Ensure requisition orders are completed P13. Review financial reports P5. Make purchase requests E6. Maintain the security of premises and E3. Review schedules personnel P6. Ensure staffing schedules are up to date P14. Ensure security records are maintained P7. Check schedules for any issues P15. Ensure personnel records are up to date P8. Input data and backup P16. Review security and safety reports KNOWLEDGE REQUIREMENTS K1. Explain your method for carrying out daily K4. Describe the organisations’ security inspection to key areas and equipment arrangements for the premises and personnel K2. Describe the daily requisitions procedure K5. Explain how performance and productivity data K3. Explain how you use guest’s comments for is used for planning and improvement quality improvement CONDITIONS OF PERFORMANCE AND VARIABLES 1. Inspection of key areas could include: 2. Daily requisition would include: • Restaurant, bar premises and bar equipment • Linen • Floral displays • Chemical • Food and beverage promotional displays • Stationery • Lighting • Operating supplies • Windows, mirrors and polished surfaces • Food & beverage items • Station cleanliness 3. Schedules would include: • Ventilation • Duty manager schedule • Cellars • Manager on Duty • Kitchens and stewarding • Patrolling security • Stores, pantry and room service • Staffing schedule • C&B Stores • Waste areas 4. Performance standards would include: • Staff locker and wash rooms • Preparing financial reports • Fire escapes and stair wells • Calculating averages, ratios and percentages • Service elevators • Interpreting specific results • Others • Identifying the difference between reports • Diagnosing probable causes • Calculating and monitoring a RevPAR © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 75
14. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT CONDITIONS OF PERFORMANCE AND VARIABLES 5. Productivity standards could include: Important behaviours for supervisors/ • Quality control manual managers include: • Customer feedback 1. Constructively challenge the status quo and • On-line reviews seek better alternatives • Staff feedback 2. Present information clearly, concisely, accurately and in ways that promote 6. Maintain the security of premises and understanding personnel could include: 3. Give feedback to others to help them maintain • Protecting database and documents and improve their performance • Human resource records and headcount 4. Continuously improve products and services • Ensuring access to premises 5. Comply with, and ensure others comply with, • Ensuring fire protection system is in good legal requirements, industry regulations, condition organisational policies and professional codes 6. Monitor the quality of work and progress against plans and take appropriate corrective action, where necessary 7. Develop systems to gather and manage information and knowledge effectively, efficiently and ethically 8. Use a range of legitimate strategies and tactics to influence people 9. Make effective use of available resources 10. Recognise stakeholders’ needs and interests and manage these effectively 11. Build a plausible picture from limited data 12. Specify the assumptions made and risks involved in understanding a situation ASSESSMENT GUIDE ASSESSMENT METHODS Performance assessment must include: Suitable assessment methods may include: 1. At least two requisition records and purchase • Direct observation orders • Written or oral questioning to assess aspects of 2. At least one security report specialised knowledge 3. At least one customer feedback questionnaire • Naturally occurring evidence in the workplace and/or survey analysis • Review of portfolios of evidence 4. At least two completed inspection checklists • Review of third party workplace reports of on 5. At least two staffing schedules the job performance by the individual 6. At least two financial reports RELEVANT OCCUPATIONS ACCSTP REF Head of Department, Manager, Manager on Duty D1.HRM.CL9.03 © Environmentally & Socially Responsible Tourism Capacity Development Programme 76 funded by the EU
15. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT CMS1. UNIT TITLE: MANAGE QUALITY SERVICE AND CUSTOMER SATISFACTION UNIT DESCRIPTOR This unit covers the competencies required to manage the delivery of quality customer services in a hotel, travel or tour company. This standard is relevant to managers and supervisors who are required to manage the delivery of customer service as part of a broader management role. ELEMENTS AND PERFORMANCE CRITERIA E1. Communicate quality customer service E3. Handle customer service requests and standards problems P1. Engage people within your organisation and P6. Take responsibility for dealing with customers’ other key stakeholders in managing customer requests and problems referred to you, service seeking advice from specialists and/or more P2. Establish clear and measurable standards of senior managers, where necessary customer service, taking into account P7. Ensure customers are kept informed about customers’ expectations, your organisation’s the actions you are taking to deal with their resources and any legal or regulatory requests or problems requirements E4. Enhance the quality of customer service E2. Ensure people and resources deliver P8. Encourage staff and customers to provide customer service quality feedback on their perceptions of the standards P3. Organise people and other resources to meet of customer service customer service standards, taking account of P9. Continuously monitor the standards of varying levels of demand and likely customer service delivered, customers’ contingencies requests and problems and feedback from P4. Ensure people delivering customer service are staff and customers competent to carry out their duties, and P10. Analyse customer service data to identify the provide them with any necessary training, causes of problems and opportunities for support and supervision improving customer service P5. Ensure people understand the standards of P11. Make or recommend changes to processes, customer service they are expected to deliver systems or standards order to improve and the extent of their autonomy in customer service responding to customers’ requests and problems © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 77
16. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT KNOWLEDGE REQUIREMENTS K1. Explain how you engage people within your K8. Explain the importance of taking responsibility organisation and other stakeholders in for dealing with customers’ requests and managing customer service problems referred to you K2. Describe how to establish clear and K9. Explain the importance of keeping customers measurable standards of customer service, informed about the actions you are taking to taking into account customers’ expectations deal with their requests or problems and your organisation’s resources K10. Describe how to identify and manage potential K3. Explain how to organise staffing and other issues before they develop into problems resources to meet customer service standards, K11. Describe how you normally deal with and the importance of taking account of customers’ requests and/or problems varying levels of demand and likely K12. Explain the importance of encouraging staff contingencies and customers to provide feedback on their K4. Review how to identify likely contingencies perceptions of the standards of customer when organising staffing and other resources service K5. Explain how to identify sustainable resources K13. Explain how to monitor the standards of and ensure their effective use when organising customer service delivered customers’ the delivery of customer service requests and problems and feedback from K6. Explain the importance of ensuring customer staff and customers, and the importance of service staff are competent to carry out their doing so continuously duties, and providing them with any necessary K14. Review the types of customer service data support, and how to do so available and how to analyse such data to K7. Explain the importance of ensuring identify the causes of problems and staff understands the standards of customer opportunities for improving customer service service they are expected to deliver and the extent of their autonomy in responding to customers’ requests and problems © Environmentally & Socially Responsible Tourism Capacity Development Programme 78 funded by the EU
17. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT CONDITIONS OF PERFORMANCE AND VARIABLES 1. Communicate quality customer service 7. Appropriate methods to monitor customer/ standards may include: guest satisfaction may include: • Meetings to discuss managing customer service • Mystery guest • Briefings to staff • Customer satisfaction survey • Discussion about customer service issues • Customer/guest interviews • Representative sampling activities 2. Ensuring people and resources are available to deliver customer service quality may • Industry benchmarking include: • Web-based comments • Planning and forecasting human resources • Face to face comments • Planning and forecasting customer seasonal 8. Evaluate and report on customer service demands or other variables may relate to: • Budgeting for other resources • Service quality evaluations 3. Research may include: • Customer satisfaction evaluations • Interviewing colleagues and clients • Industry benchmarking • Focus groups Important behaviours for supervisors/ • Data analysis managers include: • Product sampling 1. Respond promptly to crises and problems with • Sales data review a proposed course of action • Others 2. Seek opportunities to improve performance 3. Encourage others to take decisions 4. Customer service data may include: autonomously, when appropriate • Data sampling 4. Demonstrate a clear understanding of different • Statistical analysis customers and their real and perceived needs • Comparison between current and previous 5. Empower staff to solve customer problems research within clear limits of authority 5. Service levels may relate to: 6. Take personal responsibility for resolving • Service quality customer problems referred to you by other • Customer satisfaction staff • Staff attitude 7. Recognise recurring problems and promote • Appearance of venue, staff, etc. changes to structures, systems and processes to resolve these • Atmosphere of venue 8. Encourage and welcome feedback from others • Responsiveness of staff to customer requests and use this feedback constructively • Delivery times 9. Prioritise objectives and plan work to make the • Prices/costs effective use of time and resources • Product/service availability 10. Take personal responsibility for making things • Courtesy/politeness happen • Others 11. Clearly agree what is expected of others and 6. Customers’ needs may relate to: hold them to account • Advice or general information 12. Honour your commitments to others • Specific information 13. Identify the implications or consequences of a • Complaints situation • Purchasing organisation’s products and 14. Take timely decisions that are realistic for the services situation • Returning organisation’s products and services • Accuracy of information • Fairness/politeness • Prices/value • Others © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 79
18. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT ASSESSMENT GUIDE ASSESSMENT METHODS Assessment of units at level 3-5 is normally based Suitable evidence could include: on performance at work. Some units at levels 3-5 • Customer service data cannot be assessed by observation due to • Personal statements (reflections on the process confidentiality, work constraints/environment etc. and reasoning behind quality service activities) This unit may be assessed holistically by means of a • Witness statements (comments on the quality portfolio of evidence or report managing customer service practices) quality in customer/guest services in a hospitality or • Notes, reports, recommendations to managers tourism environment. Individuals are expected to of customer service problems or critical demonstrate that they can apply relevant concepts incidents to situations which they could face as supervisors/ • Notes, emails, memos or other records of managers. They are also expected to suggest, justify customer service improvements and evaluate possible courses of actions which they • Personal statement (reflections on your own may take to deal with situations and with challenges role in dealing with customer service that they face as supervisors/managers in an challenges) organisation. Simulation can be used in colleges or in the Note that all evidence should remove names of workplace for some performance criteria but should personnel to protect the privacy of individuals and be used sparingly. the organisation. A portfolio or written report should be Evidence must include: supplemented by oral questions to ensure all 1. Two examples or cases of how you engage aspects of the evidence requirements are fully met. people within your organisation and other key stakeholders in managing customer service and establishing clear and measurable standards of customer service 2. Two examples of how you organise people and other resources to meet customer service standards, and ensure people delivering customer service are competent to carry out their duties and understand the standards of customer service they are expected to deliver 3. Two examples of how you have taken responsibility for dealing with customers’ requests and problems referred to you and ensured customers were kept informed about the actions you were taking to deal with their requests or problems 4. Two examples of how you continuously monitor the standards of customer service delivered, customers’ requests and problems and feedback from staff and customers and make or recommend changes to processes, systems or standards order to improve customer service 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.CL9.06 responsibility in tourism occupations © Environmentally & Socially Responsible Tourism Capacity Development Programme 80 funded by the EU
19. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT CMS2. UNIT TITLE: COORDINATE MARKETING ACTIVITIES UNIT DESCRIPTOR This unit describes the competencies required for managing the marketing of products and services for which you are responsible. The unit is relevant to managers with responsibility to market hospitality or tourism products or services to identified groups of customers. ELEMENTS AND PERFORMANCE CRITERIA E1. Evaluate market situation E3. Brief others and monitor demand P1. Evaluate existing and potential markets, market P8. Ensure those involved in selling your products segments and customers for your products and services are fully briefed on their unique and services features and potential benefits and committed P2. Evaluate competitors’ products and services to achieve target sales to identify the unique features and potential P9. Monitor demand for your products and services benefits of your products and services systematically P3. Evaluate competitors’ pricing, promotion and P10. Adapt your pricing, distribution and promotional distribution strategies for their products and strategies in response to variances in demand services and feedback from customers and those involved in selling E2. Implement marketing strategies P4. Engage people within your organisation and other key stakeholders in marketing products and services P5. Implement pricing strategies that take account of: • Features and potential benefits of your products and services • Customers’ ability and willingness to pay, and • Competitors’ pricing strategies P6. Implement reliable and cost-effective distribution strategies to make your products and services available to customers P7. Implement cost-effective strategies to promote your products and services to customers, emphasising their unique features and potential benefits KNOWLEDGE REQUIREMENTS K1. Explain how to engage people within your K5. Explain how to promote your products and organisation and other key stakeholders in services to customers cost- effectively marketing products and services K6. Explain how to train and motivate a sales force K2. Explain how to evaluate competitors’ products K7. Explain how to monitor demand for your and services in order to identify the unique products/services and to adapt them in features of your products and services and the response to variances in demand unique benefits they offer to customers K8. Explain how to use feedback from customers K3. Explain how to develop competitive pricing and your sales force to optimise your product/ strategies service, pricing, distribution, promotion and K4. Explain how to develop distribution strategies sales strategies to make your products and services available to customers cost-effectively © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 81
20. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT CONDITIONS OF PERFORMANCE AND VARIABLES 1. Existing and potential markets, segments or Important behaviours for supervisors/ customers could include: managers include: • Domestic customers 1. Recognise changes in circumstances promptly • International customers and adjust plans and activities accordingly • Different age groups 2. Listen actively, ask questions, clarify points and • Different social/economic groups restate or rephrase statements to check mutual • Leisure or business travellers etc. understanding 3. Present information clearly, concisely, 2. Evaluate competitors’ products and services accurately and in ways that promote could include: understanding • Products offered, depth and breadth of product 4. Keep people informed of plans and line, and product portfolio balance developments in a timely way • New products developed, new product success 5. Demonstrate a clear understanding of different rate, and R&D strengths customers and their real and perceived needs • Brands, strength of brand portfolio, brand 6. Develop and tailor products and services to loyalty and brand awareness ensure customers’ needs are met • Pricing strategies 7. Balance the diverse needs of different • Promotional strategies customers • Distribution strategies 8. Continuously improve quality of products and services 3. Engaging people within your organisation and other key stakeholders in marketing 9. Seek out and act on new business products and services could include: opportunities • Staff reporting to you 10. Show integrity, fairness and consistency in decision making • Marketing department 11. Make effective use of existing sources of • Sales teams information • Customers (through recommendations) 12. Check the accuracy and validity of information 4. Monitor demand could include: 13. Communicate clearly the value and benefits of • Market surveys a proposed course of action • Customer feedback 14. Present ideas and arguments convincingly in • Sales figures ways that engage people 15. Identify the range of elements in a situation and how they relate to each other 16. Take timely decisions that are realistic for the situation © Environmentally & Socially Responsible Tourism Capacity Development Programme 82 funded by the EU
21. 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, samples of marketing plans, may take to deal with situations and with challenges promotional materials and other information that they face as supervisors/managers in an • Personal statements organisation. • Witness testimony • Professional discussion Note that all evidence should remove names of personnel to protect the privacy of individuals and A portfolio or written report should be the organisation. supplemented by oral questions to ensure all aspects of the evidence requirements are fully met. Performance assessment must include: 1. A strategic marketing plan (including competitive analysis of competitor products and services as well as competitor pricing, promotion and distribution strategies) that demonstrates your analysis of markets, segments and customers 2. Two documented examples of how you marketed your products/services and examples of people within your organisation and other key stakeholders involved in marketing products and services 3. Two examples of how you implement reliable and cost-effective promotion and distribution strategies to make your products and services available to customers 4. Two examples of evaluation and monitoring of your marketing strategies and how you adapted your pricing, distribution and promotional strategies RELEVANT OCCUPATIONS ACCSTP REF All staff with supervisory or management D2.TTA.CL2.09 responsibility for marketing in hospitality and tourism occupations © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 83
22. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT CMS3. UNIT TITLE: ORGANISE FUNCTIONS UNIT DESCRIPTOR This unit covers the competencies required for organizing a hospitality function. ELEMENTS AND PERFORMANCE CRITERIA E1. Prepare for the function E3. Close down the function P1. Gather information about the function, P7. Oversee closing down and clearing up after the customer requirements and responsibilities function finishes P2. Brief colleagues and staff about the function P8. De-brief colleagues and staff after the function and their responsibilities and evaluate how to make improvements E2. Supervise the the function P9. Receive and collate feedback from all those involved in the function P3. Oversee all service flows P10. Complete all necessary records and forms P4. Liaise with colleagues, staff and customers relating to the function throughout the function P5. Ensure that the arrangements meet all organisational and legal requirements P6. Take appropriate action(s) to deal with any problems that may arise during the function KNOWLEDGE REQUIREMENTS K1. Describe the organisation customer care K10. Explain why it is important for clear and policies are and how these relate to functions transparent communication channels in K2. List the organisation record keeping policies in relation to the function relation to functions K11. Explain the importance of anticipated any K3. Explain how to obtain the customer specific problems/challenges that may occur, prior, requirements for the function, e. g. food, drink, during and after the function special diets, table plan, entertainment K12. Explain how to inspect the venue prior and K4. Describe the food and drinks available to during the preparations to ensure that all is support the function in order in relation to customer/organisation K5. State who is responsible for ordering/ requirements organising the deliveries K13. Explain how to effectively monitor the function K6. List the equipment, facilities and capacity the at critical points venue to support the function K14. Explain how to liaise with key individuals K7. State who is responsible for allocation of staff effectively during the function and tasks K15. Describe the techniques to be adopted to clear K8. State who is responsible for briefing staff in function venues effectively relation to their responsibilities K16. Explain how to carry-out post function K9. Describe the Health & Safety/legal inspection(s) on equipment and facilities requirements that will affect the function and K17. State who is responsible for reporting damage/ how this is to be communicated to all loss and the storage of equipment after the function K18. Describe the organisational/legal requirements are for clearing the venue after the function © Environmentally & Socially Responsible Tourism Capacity Development Programme 84 funded by the EU
23. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT CONDITIONS OF PERFORMANCE AND VARIABLES 1. Type of functions: 3. Problem solving for Functions could include: • Single functions • Equipment failure • Multi functions - occurring at the same time • Power failure • Outdoor functions. • Staff availability • Commodities and supplies 2. People involved include: • Staff and colleagues • Customer problems • Managers • Unexpected changes in demand • Customers • Others • Internal departments • Other organisations ASSESSMENT GUIDE ASSESSMENT METHODS Performance evidence should include: A variety of assessment methods can be used 1. At least two documented records of including: preparation and planning of functions • Portfolio of workplace evidence 2. At least two functions successfully delivered • Personal statements 3. At least two problems resolved during a • Witness testimony function(s) • Professional discussion 4. At least two functions evaluated and reviewed Simulation can be used in colleges or in the with full documentation and feedback forms workplace for some performance criteria but should be used sparingly. A portfolio or written report should be supplemented by oral questions to ensure all aspects of the Evidence requirements are fully met. RELEVANT OCCUPATIONS ACCSTP REF Event Manager, F&B Manager, Banquet Sales D1.HML.CL10.08 Manager; Sale Manager © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 85
24. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT RTS4.7. UNIT TITLE: APPLY RESPONSIBLE TOURISM TO FOOD AND BEVERAGE OPERATIONS UNIT DESCRIPTOR This unit covers the competencies required to apply responsible tourism principles to food and beverage operations such as in restaurants, kitchens and food outlets. ELEMENTS AND PERFORMANCE CRITERIA E1. Inform customers of responsible tourism E4. Avoid waste in food and beverage issues operations P1. Inform customers of restaurant environmental P8. Review recycling options in kitchens and and water conservation policies restaurants P2. Inform guests of actions to save energy and P9. Monitor and measure waste and recycling manage waste in the kitchen and restaurant levels E2. Implement energy saving practices E5. Apply responsible tourism principles in P3. Ensure all equipment is cleaned and serviced purchasing and supplies regularly P10. Establish a purchasing policy that favours P4. Train staff to work efficiently and reduce environmentally-friendly products, and those energy usage that minimise energy, water and waste in the production process E3. Implement water efficiency practices P11. Establish a purchasing policy that favours local P5. Place signage in restaurant and kitchen suppliers if possible reminding staff to conserve water and report leaks P6. Train staff to ensure water saving in the most efficient manner P7. Present results of savings to staff to encourage them to continue to improved KNOWLEDGE REQUIREMENTS K1. Explain how to develop a company code of K6. Explain the ways of increasing the use of conduct for customers to follow in responsible recycling in food and beverage operations tourism behaviour K7. Define the significance of energy saving and K2. Explain the methods used in your restaurant/ minimizing waste kitchen for saving energy, water and waste K8. Explain how to raise awareness and build management capacity of staff in sustainable tourism K3. Explain the importance of adopting principles that relate to their day-to-day responsible tourism principles in food and responsibilities beverage operations K9. Describe how to set supplier sustainability K4. Describe the procedures for energy targets for improvement consumption reduction in food and beverage K10. Explain how your restaurant or kitchen ensures operations energy and water saving and waste K5. Describe the ways of saving water in food and management in purchasing procedures beverage operations © Environmentally & Socially Responsible Tourism Capacity Development Programme 86 funded by the EU
25. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT CONDITIONS OF PERFORMANCE AND VARIABLES 1. Principles of responsible tourism include: Important behaviours for supervisors/ • Use natural resources optimally managers include: • Respect and conserve socio-cultural 1. Encourage, generate and recognise innovative authenticity solutions • Ensure viable, long-term economic benefits to 2. Constructively challenge the status quo and all stakeholders seek better alternatives 3. Try out new ways of working 2. Energy saving practices could include: 4. Keep people informed of plans and • Ensure all restaurant or kitchen equipment is developments in a timely way cleaned and serviced regularly 5. Balance the diverse needs of different • Arrange for staff to prepare food efficiently and customers in large batches if possible 6. Continuously improve products and services • Encourage reduction of equipment standby and pre-heating time 7. Take repeated or different actions to overcome obstacles • Instruct kitchen staff to thaw food in the refrigerator overnight rather than using running 8. Identify and raise ethical concerns water or microwaves 9. Take personal responsibility for making things happen 3. Water efficiency in food and beverage 10. Monitor the quality of work and progress operations could include: against plans and take appropriate corrective • Instruct staff to sweep or mop kitchen floors action, where necessary instead of using a hose 11. Communicate a vision that inspires enthusiasm • Train staff to operate the dishwasher in the and commitment most efficient manner 12. Communicate clearly the value and benefits of 4. Avoid waste in food and beverage a proposed course of action operations could include: 13. Present ideas and arguments convincingly in • Implement recycling in kitchen and restaurant ways that engage people • Arrange for separate and distinctive bins for food wastes, general wastes and recyclables • Monitor your food waste and adjust inventory to minimise waste due to spoilage • Develop daily production plans to minimise over-prepaping food that will then be wasted • Arrange compost for food waste rather than sending it to the trash bin • Offer customers environmentally friendly take-away containers for leftover food • Instruct kitchen staff to collect cooking oils and fats for re-processing and reuse • Discuss with chef about food portion sizes and how to adjust to avoid excessive food wastes • Monitor and measure waste and recycling levels. 5. Establish a responsible food and beverage purchasing policy and practice that includes: • Buy in bulk and in concentrated form, such as beer and soft drinks on tap rather than cans and bottles • Purchase recycled content and recyclable takeaway containers, cups, utensils and serviettes • Purchase disposable utensils that minimise excess packaging, such as avoid individually wrapped items • Establish a purchasing policy that favours environmentally-friendly products • Purchase products that minimise energy, water and waste in the production process © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 87
26. 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 • Professional discussion a portfolio of evidence or report on implementing Simulation can be used in colleges or in the responsible tourism principles in a hotel workplace for some performance criteria but should environment. Individuals are expected to be used sparingly. demonstrate that they can apply relevant concepts to situations which they could face as supervisors/ A portfolio or written report should be managers. They are also expected to suggest, justify supplemented by oral questions to ensure all and evaluate possible courses of actions which they aspects of the Evidence requirements are fully met. may take to deal with 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. At least two occasions in your restaurant that inform customers about responsible tourism issues recorded and documented 2. At least three examples of energy saving, water efficiency and waste avoidance activities recorded and documented 3. One example of responsible tourism principles applied to kitchen/restaurant purchasing and supplies 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 Managers/Supervisors in kitchens, restaurants and N/A other food outlets © Environmentally & Socially Responsible Tourism Capacity Development Programme 88 funded by the EU
27. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT RTS4.8. UNIT TITLE: APPLY RESPONSIBLE TOURISM TO ACCOMMODATION SERVICES UNIT DESCRIPTOR This unit covers the competencies required to apply responsible tourism principles to accommodation services such as hotels, guest houses or homestays. ELEMENTS AND PERFORMANCE CRITERIA E1. Inform guests of responsible tourism E4. Avoid waste in accommodation operations issues P11. Review recycling options in kitchens, P1. Inform guests of hotel environmental and restaurants, offices, guest facilities and rooms water conservation policies P12. Monitor and measure waste and recycling P2. Inform guests of actions to save energy in the levels hotel or guest house E5. Apply responsible tourism principles in P3. Inform guests about your waste reduction purchasing and supplies programme P13. Establish a purchasing policy that favours P4. Post signage in guest information book in environmentally-friendly products, and those bedroom to make guests aware of child that minimise energy, water and waste in the exploitation and child protection production process P5. Post signage in guest information book in P14. Establish a purchasing policy that favours local bedroom requesting guests to reuse towels suppliers if possible and linens to reduce energy and water consumption E2. Implement energy saving practices P6. Review maintenance schedules for electrical equipment to optimize efficiency P7. Review energy saving by installing efficient machinery/equipment and optimising use E3. Implement water efficiency practices P8. Review cleaning practices with staff to ensure toilet flushing and length of time running showers and taps are kept to a minimum P9. Review energy saving in laundries by optimising use and installing water efficient machinery P10. Monitor use of water used for swimming pools and gardens and grounds to conserve water KNOWLEDGE REQUIREMENTS K1. Explain how to develop a company code of K6. Explain the ways of increasing the use of conduct for customers to follow in responsible recycling in accommodation operations tourism behaviour K7. Define the significance of energy saving and K2. Explain the methods used in your hotel or minimizing waste guest house for saving energy, water and waste K8. Explain how to raise awareness and build management capacity of staff in sustainable tourism K3. Explain the importance of adopting responsible principles that relate to their day-to-day tourism principles in accommodation responsibilities operations K9. Describe how to set supplier sustainability K4. Describe the procedures for energy targets for improvement consumption reduction accommodation operations K5. Describe the ways of saving water in accommodation operations © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 89
28. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT CONDITIONS OF PERFORMANCE AND VARIABLES 1. Principles of responsible tourism include: 5. Occupancy controls can include: • Use natural resources optimally • Digital thermostats • Respect and conserve socio-cultural • Front desk controls, which power on rooms authenticity when guests arrive • Ensure viable, long-term economic benefits to • Key cards for individual rooms, which require a all stakeholders guest key to activate room controls and switch off when the key is removed as guests leave the 2. Energy controls could include: room and which automatically adjusts room • Install occupancy controls to save energy in temperature based on occupancy guest rooms • Keep pools and spas to the minimum 6. Keep spas and fitness rooms to the temperature level required for comfort minimum temperature level required for • Turn off lights in areas that are not utilised and comfort can include: use natural lighting where possible • Install timers in saunas and steam rooms to • Ensure air conditioners are maintained at switch off the heat when not in use optimum levels • Display signage requesting guests switch off • Ensure regular maintenance of electrical equipment after use equipment to optimize efficiency • Purchase fitness machines that are powered by • Review energy saving in laundries and other user activity rather than electricity areas in the organisationby installing efficient • Set back the thermostat in pool, fitness and machinery/equipment and optimising use recreation areas after hours • Ensure all appliances are turned off when a 7. Maintaining lighting to reduce energy can guest leaves the hotel room include: • Replace incandescent lights with energy • Turn off lights in areas that are not utilised efficiency CFL bulbs • Utilise natural lighting, keep lights to a • Post signage reminding guests to conserve minimum during the day in areas that are well energy and switch off all lights and air lit by sunlight conditioning when exiting their room • Clean lighting fixtures regularly • Install water efficient taps and showerheads • Install daylight sensors or ‘photocells’ which with aerators which will reduce water control artificial lighting to be reduced when consumption while maintaining comfort there is sufficient natural lighting available 3. Water efficiency in accommodation • Install occupancy sensors to automatically turn operations could include: lighting off when no one is present • Maintain bathrooms to avoid water leakage • Label light switches to denote location of lights, • Review cleaning practices with staff to ensure aiding in switching off unnecessary lighting toilet flushing and length of time running 8. Optimise use of air conditioning to save showers and taps are kept to a minimum energy can include: • Review energy saving in laundries by optimising • Program thermostat settings to automatically use and installing water efficient machinery adjust to changing temperature needs • Monitor use of water used for swimming pools throughout the day. Such as, significantly and gardens and grounds to conserve water reduce heating and cooling temperatures in common areas (lounges, corridors and 4. Avoid waste in accommodation operations stairwells) during low traffic hours, such as could include: midnight to 5 am • Implement recycling in all areas of the company, kitchens, offices, guest facilities and • Take advantage of sunlight and use shades/ bedrooms curtains to minimise over or under conditioning • Provide ample recycling bins and fewer waste • In the summer adjust temperature to 23°-25°C bins, encouraging guests and staff to recycle • Schedule regular maintenance checks for air rather than trash waste conditioning equipment • Replace disposable items with reusable ones, such as refillable soap and shampoo containers • Use environmentally friendly cleaning and gardening supplies • Monitor and measure waste and recycling levels © Environmentally & Socially Responsible Tourism Capacity Development Programme 90 funded by the EU
29. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT CONDITIONS OF PERFORMANCE AND VARIABLES 10. Ensuring efficient laundries can include: Important behaviours for supervisors/ • Operate machines only when fully loaded managers include: • Adhere to the manufacturer’s recommended 1. Encourage, generate and recognise innovative settings and regularly check that the water level solutions is correct during operation 2. Constructively challenge the status quo and • Schedule regular maintenance to ensure water seek better alternatives valves and dump drains are free from leaks 3. Try out new ways of working • Isolate and turn off the steam supply to 4. Keep people informed of plans and equipment when not in use developments in a timely way • When upgrading a laundry facility, consider 5. Balance the diverse needs of different installing continuous batch washers, which use customers less water and steam 6. Continuously improve products and services 11. Ensuring efficient use of pools includes: 7. Take repeated or different actions to overcome • Clean and maintain pool filters regularly obstacles • Consider installing solar heating unit for pools 8. Identify and raise ethical concerns • Monitor and record pool’s water meter to 9. Take personal responsibility for making things identify any leaks or abnormally high water use happen 10. Monitor the quality of work and progress 12. Ensuring efficient use of outdoor areas against plans and take appropriate corrective includes: action, where necessary • Select native plants that require minimal 11. Communicate a vision that inspires enthusiasm amounts of water and commitment • Less frequent and heavy watering of plants and 12. Communicate clearly the value and benefits of lawns makes plants more drought resistant by a proposed course of action encouraging roots to grow deeper 13. Present ideas and arguments convincingly in • Water base of plants, not leaves ways that engage people • Use drip hoses rather than sprinklers • Water early in the morning or late evening, not at midday 13. Use environmentally friendly cleaning products can include: • Use phosphate free, non-toxic and biodegradable products • Use concentrated cleaning products, these use less packaging and take less store room • Use refillable containers for soaps and shampoos rather than individual items • Involve cleaners in all company sustainability discussions and forums • Provide a comingled recycling bin in each guest room 14. Establish a responsible tourism purchasing policy and practice that includes: • Use green housekeeping materials (natural cleaning agents rather than chemicals) • Purchase and use green equipment, fabric and materials (local, natural, recycled) • Establish a purchasing policy that favours environmentally-friendly products • Purchase products that minimise energy, water and waste in the production process • Establish a purchasing policy that favours local suppliers if possible to benefit local community © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 91
30. 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 • Professional discussion a portfolio of evidence or report on implementing Simulation can be used in colleges or in the responsible tourism principles in a hotel workplace for some performance criteria but should environment. Individuals are expected to be used sparingly. demonstrate that they can apply relevant concepts to situations which they could face as supervisors/ A portfolio or written report should be managers. They are also expected to suggest, justify supplemented by oral questions to ensure all and evaluate possible courses of actions which they aspects of the evidence requirements are fully met. may take to deal with 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. At least two accommodation activities that inform guests about responsible tourism issues recorded and documented 2. At least three examples of energy saving, water efficiency and waste avoidance activities recorded and documented 3. One example of responsible tourism principles applied to purchasing and supplies 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 Managers in hotels and other accommodation N/A services © Environmentally & Socially Responsible Tourism Capacity Development Programme 92 funded by the EU
31. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT GAS3. UNIT TITLE: ESTABLISH POLICIES AND PROCEDURES UNIT DESCRIPTOR This unit covers the competencies required to establish policies and procedures relating to legal, regulatory, ethical and social requirements, and to communicate these policies and procedures to relevant people. ELEMENTS AND PERFORMANCE CRITERIA E1. Develop operational policies E2. Administer and monitor operational policy P1. Develop operational polices and strategies P9. Implement and evaluate identified actions in based on monitoring of workplace needs and accordance with agreed priorities identification of opportunities for improvement P10. Monitor performance indicators and innovation P11. Provide progress and other reports as required P2. Develop scope and objectives of the required P12. Make assessment of the need for additional initiative based on enterprise goals, staff and resource requirements and take appropriate customer feedback action P3. Identify and analyse internal and external factors that may impact on the policy E3. Conduct on-going evaluation P4. Consult appropriate stakeholders during the P13. Review the operational policy to assess development of the policy effectiveness in the workplace P5. Develop appropriate and financially-sound P14. Monitor performance resource strategies P15. Identify problems and make adjustments P6. Develop administrative framework and systems accordingly capable of supporting the planned initiative P16. Incorporate the results of evaluation into P7. Identify and communicate clearly all priorities, on-going planning responsibilities and timelines P8. Develop evaluation systems in consultation with appropriate colleagues KNOWLEDGE REQUIREMENTS K1. Explain the key planning concepts and K5. Describe the administrative framework and techniques including the structure of systems capable of supporting the planned operational polices and steps in the planning initiative process K6. Describe the best channels to communicate K2. Explain how to develop operational polices and priorities, responsibilities and timelines strategies based on monitoring of workplace K7. Describe the progress and other reports used needs for monitoring policy implementation K3. Identify some of the internal and external K8. Explain how the operational policy is evaluated factors that may impact on the policy to assess effectiveness in the workplace K4. Explain the factors in developing appropriate K9. Explain how you would incorporate the results and financially-sound resource strategies of evaluation into on-going planning © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 93
32. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT CONDITIONS OF PERFORMANCE AND VARIABLES 1. Policies requiring development could in- 8. Review the operational plan may relate to: clude: • Quarterly reviews • Environment • Business plan cycle • Products and services • Major events triggering a review, e.g. change in • Training market-place • Workplace relations 9. Performance may relate to: • Finance • Market share • Asset management • Sales figures • Others • Customer satisfaction 2. Strategies may include: • Staff retention • Client development Important behaviours for supervisors/ • Geographic expansion managers include: • Organisational growth 1. Seek opportunities to improve performance • Service growth 2. Constructively challenge the status quo and • Debt reduction seek better alternatives • Income development 3. Try out new ways of working • Others 4. Present information clearly, concisely, accurately and in ways that promote 3. Objectives may include: understanding • Sales figures 5. Reflect on your experiences and use the • Revenues lessons to guide your decisions and actions • Delivery times 6. Balance risks against the benefits that may arise • Service standards from taking risks • Client numbers 7. Take personal responsibility for making things • Sales figures and targets happen • Booking levels 8. Create a sense of common purpose • Customer or staff feedback 9. Anticipate likely future scenarios based on • Productivity gains realistic analysis of trends and developments • Guest satisfaction 10. Specify the assumptions made and risks involved in understanding a situation 4. Analyse internal and external factors may 11. Take timely decisions that are realistic for the relate to: situation • Capabilities and resources • Trends and developments in the marketplace • Comparative market information • Legal and ethical constraints 5. Stakeholders may include: • Customers • Employees • Government agencies • Owners • Suppliers • Strategic alliance partners 6. Evaluate may include: • Key performance indicators • Gap analysis • Customer feedback • Compliance reports • Employee feedback 7. Performance indicators may include: • Sales • Return on investment • Customer service • Debt servicing costs © Environmentally & Socially Responsible Tourism Capacity Development Programme 94 funded by the EU
33. 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 (This could be cannot be assessed by observation due to minutes or notes of meetings, reports or confidentiality, work constraints/environment etc. recommendations from others) This unit may be assessed holistically by means of • Personal statements a portfolio of evidence or report on planning and • Witness testimony implementing responsible tourism policies and • Professional discussion procedures in a hotel environment. Individuals Simulation can be used in colleges or in the are expected to demonstrate that they can apply workplace for some performance criteria but should relevant concepts to situations which they could face be used sparingly. as supervisors/managers. They are also expected to suggest, justify and evaluate possible courses of A portfolio or written report should be actions which they may take to deal with situations supplemented by oral questions to ensure all and with challenges that they face as supervisors/ aspects of the evidence requirements are fully met. 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. Example of at least two operational policies/ strategies developed based on monitoring of workplace needs and identification of opportunities for improvement and innovation 2. Example of one operational policy implemented and evaluated in accordance with agreed priorities and performance indicators 3. Example of one operational policy monitored for performance, adjusted and incorporating the results of evaluation into on-going planning 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 Managers in tourism occupations D1.HGA.CL6.01 © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 95
34. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT GAS7. UNIT TITLE: LEAD, PLAN AND MANAGE CHANGE UNIT DESCRIPTOR This unit reflects the need, in many situations, for someone to provide a lead within the overall organisation or part of an organisation for a specific change or a wider programme of change. It involves selling the vision in terms of what the change is aiming to achieve and supporting the people involved in the practicalities of making the vision a reality. This standard is about the planning, communication, development and implementation of the change processes, systems, structures, roles and culture within the hospitality work environment. This standard is relevant to managers and leaders who plan and implement change across the organisation or in their particular area of responsibility. ELEMENTS AND PERFORMANCE CRITERIA E1. Engage people in planning for change E4. Communicate impacts of change to others P1. Engage appropriate people within your P8. Develop a communication strategy to keep organisation and other key stakeholders in people informed about the progress and allow planning change them to give feedback P2. Establish with key stakeholders the processes, E5. Implement change systems, structures, roles or cultures that need to be changed P9. Put into practice your plan for change in line with agreed timescales and available E2. Plan and prepare for change resources P3. Evaluate the gap between the current state P10. Delegate responsibilities to competent people and the required future state in line with your plan P4. Identify and evaluate obstacles to change P11. Implement contingency plans or take P5. Develop a detailed plan to achieve the required appropriate alternative action in the event of change effectively and efficiently risks materialising P6. Make arrangements for the continuity of P12. Identify, evaluate and resolve any problems or business activities during the period of change. obstacles that arise P13. Maintain the continuity of business activities E3. Train and develop others in implementing during the period of change change P7. Provide people with the necessary training, E6. Evaluate change support and encouragement they require P14. Monitor progress against your plan and take appropriate action in response to any significant variances P15. Evaluate the results of the change process against the success criteria agreed with key stakeholders P16. Establish the reasons for any failure to meet the success criteria in full P17. Ensure change is effective and meets the requirements of the organisation. P18. Provide recognition for people and teams who achieve results © Environmentally & Socially Responsible Tourism Capacity Development Programme 96 funded by the EU
35. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT KNOWLEDGE REQUIREMENTS K1. Explain how to engage employees and K7. Describe team building techniques and how to stakeholders in implementing change apply them during the change process K2. Describe the main models and methods K8. Explain how to assess the risks and benefits for managing change effectively, and their associated with change strategies and plans strengths and weaknesses K9. Explain the importance of contingency K3. Describe the relationship between planning and how to do so effectively transformational and transactional change K10. Describe the main obstacles to change, and K4. Describe the different leadership styles and the techniques you use to deal with these behaviours, their strengths and how to use the K11. Explain the importance of stakeholder appropriate style for different circumstances expectations and how they influence the K5. Describe the political, bureaucratic and process resource barriers to change, and the K12. Explain the principles and methods of effective techniques for dealing with these communication and how to apply them K6. Evaluate the main techniques for solving problems and how to apply them CONDITIONS OF PERFORMANCE AND VARIABLES The conditions of performance and variables relate 4. Continuity of business activities during the to the unit of competency as a whole. It allows for period of change could include: different work environments and situations that may • Planning for the impact of an unexpected or affect performance. catastrophic event or interruption • List of employees and contact information 1. Appropriate people within your organisation and other key stakeholders may include: • Department business functions/processes • Employees – full time or part time • Assessing your data and technology needs in • Owners – partners or others who have invested the event of a failure in operations in the hotel • Developing the plan • Suppliers who will be affected by changes • Communicate your plan to employees and • Customers who may be affected by changes suppliers • Coordinate with other business units 2. Obstacles to change could include: • People 5. Training, support and encouragement for others could include: • Resources • Team meetings • Time • One-to-one mentoring • Organisational procedures • Support from line manager • Management • Training and information sessions for all staff 3. Change management plan could include: 6. Communication strategy could include: • Contingency planning • Regular updates to staff on change issues • Resource planning • Email or other electronic communications • Readiness assessments • Meetings with key stakeholders to update and • Communication and communication planning answer questions • Coaching and manager training for change management • Training and employee training development • Resistance management • Data collection, feedback analysis and corrective action • Celebrating and recognizing success © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 97
36. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT CONDITIONS OF PERFORMANCE AND VARIABLES 7. Contingency plans could include: Important behaviours for supervisors/ • What actions are required managers include: • Who is taking responsibility 1. Seize opportunities presented by the diversity • Time lines of people • Monitoring processes. 2. Find practical ways to overcome obstacles 3. Present information clearly, concisely, 8. Evaluation of results of the change process accurately and in ways that promote against the success criteria could include: understanding • Considering the criteria for success or failure 4. Keep people informed of plans and • Considering the impact of the changes developments • Determining which changes are most significant 5. Make time available to support others and are therefore priorities for treatment. 6. Encourage and welcome feedback from others and use this feedback constructively 9. Recognition for people and teams who achieve results could include: 7. Watch out for potential risks and hazards • Public awards 8. Agree challenging but achievable objectives • Monetary or in-kind rewards 9. Work towards a clearly defined vision of the future • Recognition in internal publicity or news 10. Identify the implications or consequences of a situation ASSESSMENT GUIDE ASSESSMENT METHODS Assessment of senior management level units is Suitable methods will include: normally based on performance at work. Some units • Portfolio of workplace evidence (This could be at levels 3-5 cannot be assessed by observation due minutes or notes of meetings, reports or to confidentiality, work constraints/environment etc. recommendations from others) This Unit may be assessed holistically by means of a • Personal statements portfolio of evidence or report on planning and • Witness testimony implementing change in a hotel environment. • Professional discussion 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 managers. They are also expected to be used sparingly. suggest, justify and evaluate possible courses of actions which they may take to deal with situations A portfolio or written report should be and with challenges that they face as supervisors/ supplemented by oral questions to ensure all managers in an organisation. aspects of the evidence requirements are fully met. Note that all evidence should remove names of personnel to protect the privacy of individuals and the organisation. Evidence must include: 1. Two examples how you engaged appropriate people within your organisation and other key stakeholders in planning change and how you identified the processes, systems, structures, roles or cultures that need to be changed 2. Example of one detailed change management plan to achieve the required changes, including your training and development plan and communication strategy. 3. One report of the outcome of your change implementation plan which includes how you put plan into practice, delegated responsibilities, implemented contingency plans and identified and solved problems and obstacles © Environmentally & Socially Responsible Tourism Capacity Development Programme 98 funded by the EU
37. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT ASSESSMENT GUIDE ASSESSMENT METHODS 4. One evaluation report reviewing the outcomes and impacts of the changes compared with the success criteria and reasons for any failure 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 Senior managers in tourism occupations N/A © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 99
38. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT GES2. UNIT TITLE: RECEIVE AND RESOLVE COMPLAINTS UNIT DESCRIPTOR This unit covers the competencies required to receive and resolve customer complaints in a range of settings within the in the hospitality and tourism industry workplace. ELEMENTS AND PERFORMANCE CRITERIA E1. Identify and analyse the complaint E3. Determine action and resolve complaint P1. Receive and accurately record a verbal P8. Agree and confirm action to resolve the complaint using active listening and empathy complaint with the customer techniques P9. Demonstrate a commitment to the customer P2. Identify through appropriate communication to resolve the complaint techniques the exact nature of the customer’s P10. Inform customer of outcome of investigation of complaint complaint P3. Maintain register or complaint file in accordance with procedures E4. Refer significant complaints P11. Identify complaints that require referral to E2. Respond to complaints other personnel, managers or external parties P4. Reassure the customer that their complaint will P12. Refer complaint to appropriate personnel for be handled as quickly as possible in order to follow-up in accordance with individual level of resolve the problem responsibility P5. Process complaint in accordance with P13. Forward all necessary documentation including organisation standards, policies and investigation reports to appropriate personnel procedures P14. Escalate complaints which cannot be resolved P6. Obtain and review documentation in relation to to an appropriate person complaint P7. Update register of complaints KNOWLEDGE REQUIREMENTS K1. Describe different types of common K5. Relate how to maintain a register or complaint complaints file in accordance with procedures K2. Describe the process for handling a simple K6. Explain the process for resolving a customer complaint problem and informing the customer of the K3. Describe the factors in considering handling outcome of investigation of complaint guests from different cultures K7. Explain the procedure for referring significant K4. Explain how to record a verbal complaint using complaints active listening and empathy techniques © Environmentally & Socially Responsible Tourism Capacity Development Programme 100 funded by the EU
39. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT CONDITIONS OF PERFORMANCE AND VARIABLES This unit applies to complaints received by any 3. Organisational standards, policies and department in the hotel, restaurant or tour and procedures may include: travel company. • Complaint handling procedures • Organisational standard report forms 1. Complaints may be related to any expression of dissatisfaction with service by • Job descriptions a customer and could include: • Code of ethics • Written complaints, e.g. letter, email, on • Quality systems, standards and guidelines website, through social media etc. • Insurance/liabilities policies • Complaint or feedback form 4. Inform customer of outcome may include: • Verbal, face-to-face and over the telephone • Providing documentation and/or evidence that 2. Appropriate communication techniques may supports customer complaint be: • Information (verbal or written) that directly • The use of active listening with open and closed relates to the complaint being investigated questions • Information (verbal or written) that is presented • Speaking clearly and concisely and using in a calm and accurate manner appropriate language and tone of voice 5. Appropriate person may include: • Giving customers full attention by maintaining • Immediate superior within the organisational eye contact in face-to face interactions hierarchy • Note-taking during the conversation • Specialist customer service staff ASSESSMENT GUIDE ASSESSMENT METHODS For the learner to reach the required standard there This unit may be assessed on or off the job: should be evidence performance gathered through • Assessment should include practical observing the work for: demonstration of complaint resolution 1. At least two types of customers processes either in the workplace or through 2. At least two types of complaints a simulation activity, supported by a range of 3. At least two types of communication methods methods to assess underpinning knowledge 4. At least two examples of information provided • Assessment must relate to the individual’s work to customers area or area of responsibility The following methods may be used to assess competency for this unit: • Case studies • Observation of practical candidate performance • Oral and written questions • Portfolio evidence • Problem solving • Role plays • Third party reports completed by a supervisor • Project and assignment work RELEVANT OCCUPATIONS ACCSTP REF All customer-facing staff in hotels, restaurants or D1.HOT.CL1.11 travel and tour operator companies, e.g. Guest Service Agent, Receptionist, Cashier, Concierge, Supervisor © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 101
40. VIETNAM TOURISM OCCUPATIONAL STANDARDS: HOTEL MANAGEMENT GES13. UNIT TITLE: MONITOR FACILITIES AND OPERATIONS TO ENSURE CHILD PROTECTION UNIT DESCRIPTOR This unit is based on ‘The Code of Conduct for the Protection of Children from Sexual Exploitation in Travel and Tourism’ – an industry-driven, multi-stakeholder initiative with the mission to provide awareness, tools and support to the tourism industry in order to combat the sexual exploitation of children in contexts related to travel and tourism (see This unit also covers exploitation of children for labour – such as in tourism-related handicraft businesses etc. Hospitality and tourism professionals must understand that their interests and responsibilities are linked to their local community when it comes to protecting vulnerable children from damaging repercussions originating from – or through – tourism. It is in the best interest of the industry to practice responsible tourism while protecting the very community on which its business is dependent. ELEMENTS AND PERFORMANCE CRITERIA E1. Implement workplace procedures to E3. Maintain awareness of child protection prevent exploitation of children following issues the current Law P6. Undertake in-company training on child P1. Follow workplace policies and procedures on protection issues children protection P7. Update knowledge on organisational child P2. Refer guests to the current Law on child protection policies following the current Law protection and prevention of sexual P8. Identify local child protection agencies to refer exploitation of children to as necessary E2. Monitor facilities and operations to ensure children are protected P3. Keep alert to possible child sexual exploitation when checking in guests or when guests enter the premises P4. Refer suspicious guests to management for action P5. Identify exploitation of children for labour in tourism-related businesses and refer to appropriate authorities KNOWLEDGE REQUIREMENTS K1. State the key points of own workplace policy K3. Explain the child protection procedures to be and procedures on children protection followed when checking in guests or when following the current Law guests enter the premises K2. Describe how to monitor facilities and K4. Describe how to refer suspicious guests to operations to ensure children are protected management for action from sexual exploitation K5. List the local child protection agencies to refer to as necessary © Environmentally & Socially Responsible Tourism Capacity Development Programme 102 funded by the EU