Tiêu chuẩn nghề Du lịch Việt Nam - Tour Guiding (Phần 2)

Nội dung text: Tiêu chuẩn nghề Du lịch Việt Nam - Tour Guiding (Phần 2)

1. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING HRS1. UNIT TITLE: IDENTIFY STAFF DEVELOPMENT NEEDS UNIT DESCRIPTOR This unit covers the competencies required to help staff identify the knowledge, skills and competence they need to develop in order to meet the demands of their current and future work roles and to fulfil their personal aspirations. This standard is relevant to managers and supervisors who have people reporting to them. ELEMENTS AND PERFORMANCE CRITERIA E1. Agree individual staff development needs E2. Support staff in setting their own learning P1. Agree with individuals the knowledge, skills and objectives competence required to meet the demands of P6. Support individuals in prioritising their needs their current and potential future work roles and specifying their learning objectives P2. Encourage individuals to seek feedback on P7. Encourage individuals to focus on their their performance from those who are able to prioritised learning needs and to take account provide objective, specific and valid feedback of their learning styles when selecting learning P3. Provide opportunities for individuals to make activities and planning their development an accurate assessment of their current levels P8. Seek advice and support from HR training and of knowledge, skills and competence and of development specialists, when required their potential P4. Evaluate with individuals any additional, or higher levels of, knowledge, skills and competence they need for their current work roles, potential future work roles and their personal aspirations P5. Identify and evaluate any learning difficulties or particular needs individuals may have KNOWLEDGE REQUIREMENTS K1. Explain the differences between knowledge, K8. List the types of learning activities appropriate skills and competence for different learning styles K2. Explain the importance of objective, specific K9. Explain how to develop learning and and valid feedback in identifying learning needs development plans based on a sound analysis K3. Describe how to analyse the gaps between of learning needs and styles current levels of knowledge, skills and K10. Describe the knowledge, skills and competence competence and the levels required requirements for different roles within your K4. Describe how to prioritise learning needs area of responsibility K5. Explain how to establish SMART (Specific, K11. Describe your organisation’s personal and Measurable, Agreed, Realistic, Time-bound) professional development policy and practices learning objectives K12. Describe the learning opportunities available in K6. Describe learning styles and how to identify your organisation individuals’ preferred learning styles K13. List the sources of specialist advice and K7. Describe the tools used in your organisation to support in your organisation identify individual learning needs and styles 132 © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU
2. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING CONDITIONS OF PERFORMANCE AND VARIABLES 1. Knowledge, skills and competence required Important behaviours for supervisors/ to meet the demands of current and managers include: potential future work roles could include: 1. Seize opportunities presented by the diversity • Job-related knowledge, including technical or of people industry knowledge 2. Show empathy with others’ needs, feelings and • Skills development, including technical skills motivations and take an active interest in their • Supervisory or management development concerns 3. Support others to make effective use of their 2. Those who are able to provide objective, abilities specific and valid feedback on their 4. Support others to realise their potential and performance feedback could include: achieve their personal aspirations • Managers 5. Develop knowledge, understanding, skills and • Colleagues performance in a systematic way • HR Department 6. Inspire others with the desire to learn • Guests 7. Check the accuracy and validity of information 3. Learning difficulties or particular individual 8. Identify the implications or consequences of a needs may include: situation • Availability for training and development due to job demands • Language level, relevant experience or technical limitations 4. Learning styles would include: • Activist learner – prefers to take part in practical learning followed by learning the theory • Reflective learner – prefers to take part in learning and reflecting on the experience • Theorist learner – prefers to study and understand the learning before putting into practice • Pragmatist learner – prefers learning and putting learning into practice © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 133
3. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING ASSESSMENT GUIDE ASSESSMENT METHODS Assessment of units at level 3-5 is normally based Assessment of units at level 3-5 is normally based on performance at work. Some units at levels 3-5 on performance at work. Some units at levels 3-5 cannot be assessed by observation due to cannot be assessed by observation due to confidentiality, work constraints/environment etc. confidentiality, work constraints/environment etc. This unit may be assessed holistically by means Suitable methods will include: of a portfolio of evidence or report on aspects of identifying staff development needs in a hospitality • Portfolio of workplace evidence to include or tourism environment. Individuals are expected to notes of meetings, notes of discussion with demonstrate that they can apply relevant concepts individuals and colleagues, details of support to situations which they could face as supervisors/ and advice provided to individuals, record of managers. They are also expected to suggest, justify feedback etc (without named individuals) and evaluate possible courses of actions which they • Personal statements may take to deal with situations and with challenges • Witness testimony that they face as supervisors/managers in an • Professional discussion 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 This unit should be assessed by portfolio evidence of supplemented by oral questions to ensure all performance and oral or written questioning. aspects of the evidence requirements are fully met. Evidence must include: 1. Two documented examples or cases when the manager helped identify staff development needs 2. Two documented examples or cases when the manager provided opportunities for individuals to take further learning, training or development opportunities to gain knowledge, skills or competence to enhance their job performance 3. Fully completing the knowledge assessment as set out in the unit either by recorded oral questioning or answers to written questions RELEVANT OCCUPATIONS ACCSTP REF All staff with supervisory or management D1.HHR.CL8.05 responsibility in tourism occupations 134 © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU
4. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING HRS4. UNIT TITLE: INITIATE AND FOLLOW DISCIPLINARY PROCEDURES UNIT DESCRIPTOR This unit covers the competencies required to help members of your team address problems affecting their performance. These may be work-related problems or problems arising from their personal circumstances. The unit involves identifying problems affecting people’s performance and discussing these in a timely way with the team members concerned to help them find a suitable solution to their problem. Sometimes you may need to refer the team member to HR Department or senior manager for further action. ELEMENTS AND PERFORMANCE CRITERIA E1. Communicate with subordinates and E3. Follow disciplinary procedures and colleagues maintain records P1. Keep individuals fully informed about the P5. Follow your organisation’s formal disciplinary standards of conduct and performance procedure in serious cases of misconduct or expected of them and your organisation’s unsatisfactory performance current procedure for dealing with misconduct P6. Keep full and accurate records throughout the or unsatisfactory performance disciplinary process and store these P2. Seek support from colleagues or human confidentially as long as, but no longer as, resources specialists on any aspects of necessary implementing disciplinary procedures about which you are unsure E2. Carry out investigations and take preventative measures P3. Carry out necessary investigations promptly to establish the facts relating to any misconduct or unsatisfactory performance P4. Take preventative measures to resolve issues and deal with cases of minor misconduct or unsatisfactory performance informally, where you consider that an informal approach is likely to resolve the situation effectively KNOWLEDGE REQUIREMENTS K1. Explain the importance of fully informing K6. Illustrate the importance of communicating individuals about the standards of conduct clearly, concisely and objectively, and how to and performance expected of them and your do so organisation’s current procedure for dealing K7. Describe how to keep full and accurate records with misconduct or unsatisfactory performance throughout the disciplinary process and store K2. Describe how to carry out investigations to these confidentially as long as, but no longer establish facts relating to any misconduct or than, necessary unsatisfactory performance K8. Summarise your organisation’s procedures K3. Discuss informal approaches to dealing with for dealing with misconduct or unsatisfactory cases of minor misconduct or unsatisfactory performance performance, and when this type of approach K9. Identify the standards of conduct and is likely to resolve the situation effectively performance expected of individuals K4. Compare the differences between misconduct, K10. List the sources of advice, guidance and gross misconduct and unsatisfactory support from colleagues, human resources or performance, and how each should be handled others K5. Discuss the importance of following your organisation’s formal disciplinary procedure in serious cases of misconduct or unsatisfactory performance © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 135
5. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING CONDITIONS OF PERFORMANCE AND VARIABLES 1. Communication with subordinates and Important behaviours for supervisors/ colleagues could be by: managers include: • Email, telephone, SMS, face-to-face, instant 1. Listen actively, ask questions, clarify points and messaging or other means restate or rephrase statements to check mutual understanding 2. Support from colleagues or HR specialists 2. Present information clearly, concisely, could include: accurately and in ways that promote • Advice on legal procedures understanding • Advice on organisational procedures 3. Keep people informed of plans and • Support in planning coaching sessions developments in a timely way • Help with resources for coaching sessions 4. Give feedback to others to help them maintain 3. Investigations measures could include: and improve their performance • Investigations with HRD, senior managers or 5. Comply with, and ensure others comply with, others to establish the facts relating to any legal requirements, industry regulations, misconduct or unsatisfactory performance organisational policies and professional codes 6. Act within the limits of your authority 4. Preventative measures to resolve issues and 7. Refer issues outside the limits of your authority deal with cases of minor misconduct or to appropriate people unsatisfactory performance could include: 8. Show integrity, fairness and consistency in • Informal discussion with staff decision making • Appraisal or performance review 9. Say no to unreasonable requests • Warning letter if the issue has occurred 10. Address performance issues promptly and frequently resolve them directly with the people involved • Referral to HR department 11. Protect the confidentiality and security of 5. Disciplinary procedures could include: information • Verbal warning 12. Take and implement difficult and/or unpopular • Written warning decisions, if necessary • Internal transfer • Suspension from the workplace 6. Confidential records could include: • Minutes of meetings • Appraisal forms • Incident report forms • Letters and emails • Other documents ASSESSMENT GUIDE ASSESSMENT METHODS Assessment of units at level 3-5 is normally based on Suitable methods will include: performance at work. Some units at levels 3-5 • Portfolio of workplace evidence to include cannot be assessed by observation due to notes of meetings, notes of discussion with confidentiality, work constraints/environment etc. individuals and colleagues, details of support This unit may be assessed holistically by means and advice provided to individuals, record of of a portfolio of evidence or report on aspects of performance review meetings etc (without managing disciplinary procedures in a hospitality or named individuals) tourism environment. Individuals are expected to • Personal statements demonstrate that they can apply relevant concepts • Witness testimony to situations which they could face as supervisors/ • Professional discussion managers. They are also expected to suggest, justify and evaluate possible courses of actions which they 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. 136 © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU
6. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING ASSESSMENT GUIDE ASSESSMENT METHODS Evidence must include: Simulation can be used in colleges or in the 1. Two documented examples or cases of workplace for some performance criteria but should communications to staff and colleagues about be used sparingly. disciplinary conduct A portfolio or written report should be 2. Two documented examples of carrying out supplemented by oral questions to ensure all investigations to establish facts about aspects of the evidence requirements are fully met. misconduct or unsatisfactory performance 3. One documented example of a preventative measures taken to resolve issues and deal with cases of minor misconduct or unsatisfactory performance 4. One documented example of a formal disciplinary procedure in a serious cases of misconduct or unsatisfactory performance 5. Fully completing the knowledge assessment as set out in the unit either by recorded oral questioning or answers to written questions Possible examples of evidence Records of your involvement in disciplinary procedures: • Notes of briefings and meetings; e-mails and memos; handbooks, procedure manuals and other guidance which you have prepared for team members on disciplinary procedures and systems • Notes of meetings with individuals such as performance reviews, supervision meetings, notes of disciplinary investigations • Memos, e-mails from specialists on conduct of disciplinary procedures • Letters, memos, e-mails from, and notes of conversations with colleagues or managers regarding an individual’s performance and behaviour • Notes, records of disciplinary procedures in which you have been involved • Personal statement (your reflections on your role in initiating and following disciplinary procedures) RELEVANT OCCUPATIONS ACCSTP REF All staff with supervisory or management D1.HRM.CL9.04 responsibility in tourism occupations © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 137
7. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING HRS5. UNIT TITLE: RECRUIT, SELECT AND RETAIN STAFF UNIT DESCRIPTOR This unit covers the competencies required to recruit and select people to undertake identified activities or work roles within your area of responsibility. This standard is not intended for human resources specialists. It is relevant to managers and supervisors who are responsible for recruiting and selecting people for their organisation or their particular area of responsibility. ELEMENTS AND PERFORMANCE CRITERIA E1. Plan recruitment of appropriate people E3. Manage the selection process P1. Review, on a regular basis, the work required P10. Keep applicants fully informed about the in your area of responsibility, identifying any progress of their applications, in line with shortfall in the number of people or their organisational policy knowledge, skills and competence P11. Offer positions to applicants who best meet P2. Identify and evaluate the options for the selection criteria addressing any identified shortfalls and decide P12. Provide clear, accurate and constructive on the best options to follow feedback to unsuccessful applicants, in line P3. Engage appropriate HR professionals within with organisational policy your organisation in recruiting and selecting P13. Evaluate whether the recruitment and people selection process has been successful and P4. Ensure you comply with your organisation’s identify any areas for improvements recruitment and selection policies and E4. Optimise staff retention activities procedures P14. Seek to provide work opportunities that E2. Prepare for recruitment and selection challenge individuals to make effective use of P5. Ensure the availability of up-to-date job their knowledge, skills and competences and descriptions and person specifications where developtheir potential there is a need to recruit P15. Review individuals’ performance and P6. Establish the stages in the recruitment and development systematically and provide selection process for identified vacancies, the feedback designed to improve their methods that will be used, the associated performance timings and who is going to be involved P16. Recognise individuals’ performance and P7. Ensure that any information on vacancies is recognise their achievements in line with your fair, clear and accurate before it goes to organisation’s policy potential applicants P17. Identify when individuals are dissatisfied with P8. Draw up fair, clear and appropriate criteria for their work or development and seek with them assessing and selecting applicants, taking into solutions that meet both the individual’s and account their knowledge, skills and organisation’s needs competence and their potential to work P18. Recognise when individuals’ values, motivations effectively with colleagues and aspirations are incompatible with your P9. Ensure the recruitment and selection process organisation’s vision, objectives and values and is carried out fairly, consistently and effectively seek alternative solutions with the individuals concerned P19. Discuss their reasons with individuals planning to leave your organisation and seek to resolve any issues or misunderstandings 138 © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU
8. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING KNOWLEDGE REQUIREMENTS K1. Discuss how to engage employees and other K7. Discuss how to measure applicants’ stakeholders in recruitment, selection and competence and capability and assess retention activities whether they meet the stated requirements of K2. Describe how to review the workload in your the vacancy area in order to identify shortfalls in the K8. How to take account of equality, diversity and number of colleagues and the pool of inclusion issues, including legislation and any knowledge, skills and competence relevant codes of practice, when recruiting and K3. Explain what job descriptions and person selecting people and keeping colleagues specifications should cover and why it is K9. Explain the importance of keeping applicants important to consult with others in producing informed about progress and how to do so or updating them K10. Discuss the importance of providing K4. Discuss the different stages in the recruitment opportunities for individuals to discuss issues and selection process and why it is important with you alternative solutions that may be to consult with others on the stages, deployed when individuals’ values, motivations recruitment and selection methods to be used, and aspirations are incompatible with their associated timings and who is going to be work or your organisation’s vision, objectives involved and values K5. Evaluate the different recruitment and K11. Discuss the importance of understanding the selection methods and their associated reasons why individuals are leaving an advantages and disadvantages organisation K6. Explain why it is important to give fair, K12. Describe the specialist resources available to clear and accurate information on vacancies to support recruitment, selection and retention, potential applicants and how to make use of them © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 139
9. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING CONDITIONS OF PERFORMANCE AND VARIABLES 1. Policies and procedures in relation to the 7. Selection may relate to: recruitment and selection process may • Rating applicants against selection criteria include: • Obtaining feedback and consensus from all • Details of information that may and may not be interviewers used in a job advertisement • Considering test results • Staff promotion policies, especially internal • Ranking interviewees promotions • Staff training 8. Follow up successful applicants may relate to: • Remuneration • Obtaining original copies of documents • Probationary periods presented at interviews • Terms and conditions of employment • Explaining details of the job offer, contract or • Benefits employment instrument • Individual staff policy, such as uniform, • Confirming acceptance of the job offer personal presentation, smoking, tact and • Offering the job to another applicant if the first diplomacy, sickness, attendance and choice refuses the offer punctuality, use of company property • Composition of interview and selection panels 9. Retention policies can include: • Provision of work opportunities that challenge 2. Job specification refers to: individuals to make effective use of their • All the information about the type of employee knowledge, skills and competences and develop needed to do a particular job effectively their potential 3. The job description refers to: • Review of individuals’ performance and • All the information about the job tasks development systematically • Methods of feedback designed to improve staff 4. Key selection criteria may relate to: performance • Experience • Recognition of individuals’ performance and • Competencies achievements in line with your organisation’s • Qualifications policy • Compatibility • Identification of work roles that meet both the • References individual’s and organisation’s needs • Attitudes • Recognition of incompatibility of staff with work roles 5. Sources of staff recruitment may include: • Staff exit policies • Media advertisements • Job and recruitment agencies Important behaviours for supervisors/ • Online recruitment managers include: • Internal advertising including internal 1. Identify people’s information needs promotions 2. Present information clearly, concisely, • Schools and trade colleges accurately and in ways that promote • Industry network contacts understanding • Other employers 3. Keep people informed of plans and developments in a timely way 6. Selection interview may include: 4. Give feedback to others to help them maintain • One-on-one and face-to-face interviews and improve their performance • Panel interviews 5. Comply with, and ensure others comply with, • Group interviews legal requirements, industry regulations, • Over-the-phone interviews organisational policies and professional codes • First, second and/or third interviews 6. Act within the limits of your authority • Applying appropriate questioning and listening 7. Show integrity, fairness and consistency in techniques decision-making • Recording answers supplied by applicants 8. Protect the confidentiality and security of • Responding to applicant questions information • Equity and compliance issues 9. Check the accuracy and validity of information • Devising questions to be asked of all applicants 10. Take and implement difficult and/or unpopular decisions, where necessary 140 © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU
10. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING ASSESSMENT GUIDE ASSESSMENT METHODS Assessment of units at level 3-5 is normally based Suitable methods will include: on performance at work. Some units at levels 3-5 • Portfolio of workplace evidence cannot be assessed by observation due to • Personal statements confidentiality, work constraints/environment etc. • Witness testimony This unit may be assessed holistically by means of a • Professional discussion portfolio of evidence or report on aspects of Simulation can be used in colleges or in the managing recruitment, selection and retention workplace for some performance criteria but should of staff in a hospitality or tourism environment. be used sparingly. Individuals are expected to demonstrate that they can apply relevant concepts to situations which they A portfolio or written report should be could face as supervisors/managers. They are also supplemented by oral questions to ensure all expected to suggest, justify and evaluate possible aspects of the evidence requirements are fully met. courses of actions which they 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. Two documented examples or cases of recruitment and selection of staff to meet organisational staffing needs 2. Two documented examples or cases of retention activities 3. One documented example of an exit interview to establish reasons for staff leaving a job 4. Fully completing the knowledge assessment as set out in the unit either by recorded oral questioning or answers to written questions RELEVANT OCCUPATIONS ACCSTP REF All staff with supervisory or management D1.HRM.CL9.10 responsibility in tourism occupations © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 141
11. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING HRS6. UNIT TITLE: HANDLE STAFF GRIEVANCES AND RESOLVE PROBLEMS UNIT DESCRIPTOR This unit covers the competencies required to initiate and follow your organisation’s grievance procedure in response to a concern, problem or complaint raised by a member of your team. This unit describes the minimum standard of performance expected of managers when they are implementing grievance procedures in line with legal and organisational requirements. To meet this standard, managers need both sound technical knowledge of the procedures and well-developed cognitive and interpersonal skills. The unit is for line managers who have to deal with potential or actual grievances raised by members of their team. It is not designed for human resources specialists. ELEMENTS AND PERFORMANCE CRITERIA E1. Inform staff about grievance procedures E3. Maintain accurate records P1. Keep individuals fully informed about your P6. Keep full and accurate records throughout the organisation’s current procedure for raising grievance process and store these grievances confidentially as long as, but no longer than, P2. Seek support from colleagues or human necessary resources or legal specialists on any aspects of implementing grievance procedures about which you are unsure E2. Implement grievance procedures P3. Identify potential grievances and take preventative measures to resolve issues where possible P4. Respond to concerns, problems or complaints from individuals and seek to resolve the situation informally if possible P5. Follow your organisation’s formal grievance procedure, if an individual raises a grievance with you in writing KNOWLEDGE REQUIREMENTS K1. Explain the importance of fully informing K5. Describe how to investigate the grievance fully individuals about your organisation’s current K6. Explain the importance of communicating procedure for raising grievances clearly, concisely and objectively, and how to K2. Explain informal approaches to dealing with do so concerns, problems or complaints raised with K7. Describe how to keep full and accurate records you, and when this type of approach is likely to throughout the grievance process and store resolve the situation effectively these confidentially as long required K3. Explain the importance of following your K8. Summarise your organisation’s procedure for organisation’s formal grievance procedure, and dealing with grievances when to do so K9. Identify sources of advice, guidance and K4. Describe how to conduct a meeting with an support from colleagues, human resources or individual to discuss their grievance legal specialists 142 © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU
12. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING CONDITIONS OF PERFORMANCE AND VARIABLES 1. Informing staff about grievance procedures Important behaviours for supervisors/ involves: managers include: • Keeping individuals fully informed about 1. Listen actively, ask questions, clarify points and current procedure for raising grievances restate or rephrase statements to check mutual • Seeking support from colleagues or human understanding resources or legal specialists 2. Present information clearly, concisely, accurately and in ways that promote 2. Implementing grievance procedures understanding includes: 3. Keep people informed of plans and • Identifying potential grievances before they developments in a timely way become an issue 4. Give feedback to others to help them maintain • Taking preventative measures to resolve issues and improve their performance where possible 5. Comply with, and ensure others comply with, • Responding to concerns, problems or legal requirements, industry regulations, complaints informally to resolve the situation if organisational policies and professional codes possible 6. Act within the limits of your authority • Considering whether an informal approach is likely to resolve the situation effectively 7. Refer issues outside the limits of your authority to appropriate people • Following your organisation’s formal grievance procedure, if an individual raises a grievance 8. Show integrity, fairness and consistency in with you in writing decision making 9. Say no to unreasonable requests 3. Keeping full and accurate records includes: 10. Address performance issues promptly and • Ensuring that full records are kept throughout resolve them directly with the people involved the grievance process 11. Protect the confidentiality and security of • Ensuring records are stored confidentially for information as long as required 12. Take and implement difficult and/or unpopular decisions, if necessary ASSESSMENT GUIDE ASSESSMENT METHODS Assessment of units at level 3-5 is normally based Suitable methods will include: on performance at work. Some units at levels 3-5 • Portfolio of workplace evidence cannot be assessed by observation due to • Personal statements confidentiality, work constraints/environment etc. • Witness testimony This Unit may be assessed holistically by means of a • Professional discussion portfolio of evidence or report on initiating and Simulation can be used in colleges or in the following grievance procedures of staff in a workplace for some performance criteria but should hospitality or tourism environment. Individuals be used sparingly. are expected to demonstrate that they can apply relevant concepts to situations which they could face A portfolio or written report should be as supervisors/managers. They are also expected supplemented by oral questions to ensure all to suggest, justify and evaluate possible courses of aspects of the Evidence requirements are fully met. actions which they 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. One documented example of handling an informal grievance procedure 2. One documented examples or cases handling a formal grievance procedure 3. Fully completing the knowledge assessment as set out in the unit either by recorded oral questioning or answers to written questions © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 143
13. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING RELEVANT OCCUPATIONS ACCSTP REF All staff with supervisory or management N/A responsibility in tourism occupations 144 © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU
14. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING HRS11. UNIT TITLE: IMPLEMENT OCCUPATIONAL HEALTH AND SAFETY PRACTICES UNIT DESCRIPTOR This unit covers the competencies required to manage the overall health and safety process in your area of responsibility. It is intended to go beyond meeting health and safety legislation and move towards a situation where health and safety considerations are firmly embedded in the planning and decision-making processes and the ‘culture’ of your area of responsibility. The ‘area of responsibility’ may be, for example, a department or functional area or an operating site such as a hotel or tour company office. ELEMENTS AND PERFORMANCE CRITERIA E1. Implement health and safety policy E3. Ensure systems are in place for identifying P1. Identify your personal responsibilities and and monitoring risk liabilities under health and safety legislation P6. Ensure that a system is in place for identifying P2. Ensure that the organisation’s written health hazards and assessing risks in your area of and safety policy statement is clearly responsibility and that prompt and effective communicated to all people in your area of action is taken to eliminate or control identified responsibility and other relevant parties hazards and risks P3. Ensure that the health and safety policy P7. Ensure that systems are in place for effective statement is put into practice in your area of monitoring, measuring and reporting of health responsibility and is subject to review as and safety performance in your area of situations change and at regular intervals and responsibility the findings passed to the appropriate people E4. Develop & improve health and safety for consideration performance E2. Ensure consultation with health & safety P8. Show continuous improvement in your area of personnel responsibility in relation to health and safety P4. Ensure regular consultation with people in your performance area of responsibility or their representatives P9. Make health and safety a priority area in terms on health and safety issues of informing planning and decision-making in P5. Seek and make use of specialist expertise in your area of responsibility relation to health and safety issues P10. Demonstrate that your own actions reinforce the messages in the organisation’s health and safety policy statement P11. Ensure that sufficient resources are allocated across your area of responsibility to deal with health and safety issues P12. Develop a culture within your area of responsibility which puts ‘health and safety’ first KNOWLEDGE REQUIREMENTS K1. Explain why health and safety in the workplace K6. Describe how and when to review the is important application of the written Health and safety K2. Describe how and where to identify your policy statement in your area of responsibility personal responsibilities and liabilities under and produce/provide findings to inform health and safety legislation development K3. Explain how to keep up with legislative and K7. Explain how and when to consult with people other developments relating to health and in your area of responsibility or their safety representatives on health and safety issues K4. Summarise the requirement for organisations K8. Identify sources of specialist expertise in to have a written health and safety policy relation to health and safety statement K9. List ways of developing a culture in your area K5. Explain how to communicate the written health of responsibility which puts ‘health and safety’ and safety policy statement to people who first work in your area of responsibility and other relevant parties © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 145
15. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING KNOWLEDGE REQUIREMENTS K10. Describe the type of hazards and risks that K12. Explain why and how health and safety should may arise in relation to health and safety – how inform planning and decision-making to establish and use systems for identifying K13. Explain the importance of setting a good hazards and assessing risks and the type of example to others in relation to health and actions that should be taken to control or safety eliminate them K14. Define the type of resources required to deal K11. Explain how to establish systems for monitoring, with health and safety issues measuring and reporting on health and safety performance in your area of responsibility CONDITIONS OF PERFORMANCE AND VARIABLES 1. Relevant health and safety information may 4. Developing and improving health and safety include: performance may include: • Roles and responsibilities of personnel • Workshops • Legal obligations • Information sessions • Participative arrangements for health and • Fact sheets and other literature safety • Mentoring • Location of relevant health and safety • Lectures information, procedures and policies • Practical demonstrations • Specific risks and necessary control measures • Health and safety team meetings • Codes of practice Important behaviours for supervisors/ 2. Hazards and risks may include: managers include: • Fire and emergency Behaviours which underpin effective performance: • Crowd related risks 1. Respond quickly to crises and problems with a • Bomb scares proposed course of action • Theft and armed robbery 2. Identify people’s information needs • Equipment failure 3. Comply with, and ensure others comply with, • Pests legal requirements, industry regulations, • Equipment related hazards organisational policies and professional codes • Manual handling 4. Be vigilant for possible risks and hazards • Slips, trips and falls 5. Take personal responsibility for making things • Drugs and alcohol in the workplace happen • Violence in the workplace 6. Identify the implications or consequences of a • Hazardous substances situation • Others 7. Act within the limits of your authority 8. Constantly seek to improve performance 3. Records may include: 9. Treat individuals with respect and act to uphold • Health and safety injury register their rights • Number of near-misses • Health and safety improvement ideas submitted by team members • Medical records • Health and safety training records • Team member hazards reports • Others 146 © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU
16. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING 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 implementing • Professional discussion occupational health and safety 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 record of actions you have taken to ensure health and safety policies are implemented appropriately 2. At least two minutes of meetings you have organised with people in your area of responsibility, or their representatives, and those with specialist expertise, to discuss, review and agree the implementation of workplace policies on health and safety 3. At least one briefing or presentation you have made or commissioned to people in your area of responsibility on the implementation of workplace policies on health and safety 4. At least one record of training activity you have organised for people in your area of responsibility on the implementation of workplace policies on health and safety 5. One personal statement (reflection on your role in ensuring that health and safety policies are implemented and reviewed in your area of responsibility) 6. 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.HSS.CL4.01, 02 & 04 responsibility in tourism occupations © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 147
17. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING 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 148 © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU
18. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING 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 funded by the EU 149
19. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING 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 Supervisors or Manager in tourism occupations D1.HFA.CL7.07 150 © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU
20. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING 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 budget monitor and control performance for a defined 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 151
21. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING 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 152 © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU
22. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING 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 1. Two examples/cases demonstrating how you monitored and controlled budget activity for Simulation can be used in colleges or in the your area of responsibility, activity or project. workplace for some performance criteria but should Examples should show how you engaged be used sparingly. appropriate colleagues and other key A portfolio or written report should be stakeholders in managing budgets supplemented by oral questions to ensure all 2. One example/case where you identified aspects of the evidence requirements are fully met. causes of any significant variances between what was budgeted and what actually happened Assessing knowledge and understanding: and the corrective action you took Knowledge and understanding are key components 3. One example of how you proposed revisions of competent performance. Where knowledge and to the budget in response to variances and/or understanding (and the handling of contingency significant or unforeseen developments situations) is not apparent from performance evidence, it must be assessed by other means and 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 153
23. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING 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 area of responsibility. This unit is relevant to all managers and supervisor 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 154 © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU
24. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING 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 155
25. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING 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 resources in ways that minimised any adverse impact on Resource Implications the environment Training and assessment to include access to a real 3. Two examples of how you monitored the or simulated workplace that provides the manager quality and patterns of resource use and took with an opportunity to demonstrate application of timely corrective action to deal with any knowledge of financial and legal issues that significant variances between actual and impact on the management of physical resources to planned resource use specific tourism and hospitality workplace situations 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 156 © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU
26. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING 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 157
27. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING 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.CL9.03 158 © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU
28. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING 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 159
29. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING 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 staff identify the causes of problems and understands the standards of customer service opportunities for improving customer service they are expected to deliver and the extent of their autonomy in responding to customers’ requests and problems 160 © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU
30. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING 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 • Others demands or other variables 8. Evaluate and report on customer service • Budgeting for other resources may relate to: 3. Research may include: • Service quality evaluations • Interviewing colleagues and clients • Customer satisfaction evaluations • Focus groups • Industry benchmarking • Data analysis Important behaviours for supervisors/ • Product sampling managers include: • Sales data review 1. Respond promptly to crises and problems with • Others a proposed course of action 4. Customer service data may include: 2. Seek opportunities to improve performance • Data sampling 3. Encourage others to take decisions • Statistical analysis autonomously, when appropriate • Comparison between current and previous 4. Demonstrate a clear understanding of different research customers and their real and perceived needs 5. Empower staff to solve customer problems 5. Service levels may relate to: within clear limits of authority • Service quality 6. Take personal responsibility for resolving • Customer satisfaction customer problems referred to you by other • Staff attitude staff • Appearance of venue, staff, etc. 7. Recognise recurring problems and promote • Atmosphere of venue changes to structures, systems and processes • Responsiveness of staff to customer requests to resolve these • Delivery times 8. Encourage and welcome feedback from others and use this feedback constructively • Prices/costs 9. Prioritise objectives and plan work to make the • Product/service availability effective use of time and resources • Courtesy/politeness 10. Take personal responsibility for making things • Others happen 6. Customers’ needs may relate to: 11. Clearly agree what is expected of others and • Advice or general information hold them to account • Specific information 12. Honour your commitments to others • Complaints 13. Identify the implications or consequences of a • Purchasing organisation’s products and situation services 14. Take timely decisions that are realistic for the • Returning organisation’s products and services situation • Accuracy of information • Fairness/politeness • Prices/value • Others © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 161
31. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING 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 onfidentiality, 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 quality in customer service practices) customer/guest services in a hospitality or tourism • Notes, reports, recommendations to managers 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. Evidence must include: A portfolio or written report should be 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 162 © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU
32. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING 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 benefits of your products and services services systematically P3. Evaluate competitors’ pricing, promotion and P10. Adapt your pricing, distribution and distribution strategies for their products and promotional strategies in response to services variances in demand 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 163
33. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING 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 164 © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU
34. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING 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 165
35. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING TGS5.1. UNIT TITLE: COORDINATE TOUR PROGRAMME MARKETING STRATEGIES UNIT DESCRIPTOR This unit describes the competencies required to seek responsibility for, or provide advice for, developing the strategic direction and scope of marketing activities. ELEMENTS AND PERFORMANCE CRITERIA E1. Analyse and assess marketing E3. Select marketing strategies performance and current strategic P8. Use the information gained from the position evaluation of strategic options to rank options P1. Evaluate markets for a specific product in P9. Balance risks and returns associated with terms of current competitive position and strategies against the feasibility of achieving market attractiveness marketing objectives P2. Assess competition in market segments P10. Select marketing strategies that provide the P3. Assess selected marketing strategies for their best fit between the organisation’s goals and impact upon profit capabilities, and marketing opportunities P4. Examine external environmental factors for P11. Identify gaps in capability between current impact upon marketing strategies performance and new objectives and P5. Analyse marketing resource utilisation and recommend corrective measures assess resource issues for their potential impact upon strategic marketing position E2. Provide contribution to the development and evaluation strategic options to meet specific marketing objectives P6. Provide contribution to the development of strategic options that meet agreed marketing objectives P7. Provide contribution to the evaluation of strategic options in terms of compatibility with marketing objectives KNOWLEDGE REQUIREMENTS K1. Explain how to analyse and assess marketing K4. List and describe types of marketing strategies performance K5. Explain how to contribute to the development K2. List the specifics and importance of a strategic of a strategic marketing plan that meets position organisational and marketing objectives K3. Explain how to contribute to the development and evaluation of strategic options to meet specific marketing objectives 166 © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU
36. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING CONDITIONS OF PERFORMANCE AND VARIABLES 1. External environmental factors: 3. Marketing approaches: • Social, economic, demographic, cultural, ethnic, • Mass marketing and distribution, product natural, political, legal, regulatory, technological, variety marketing, differentiated target competitive marketing, concentrated target marketing 2. Tour programme marketing objectives: 4. Agreed parameters and benchmarks may • Target market, demand, product, pricing, include: distribution, promotion • Volume • Marketing tour options • Price • Tour product attributes, usage and users, • Territory product class, consumer needs and benefits, • Customer accounts competition • Trading terms • Market share ASSESSMENT GUIDE ASSESSMENT METHODS Performance assessment must include: Suitable assessment methods may include: 1. A record of at least one marketing strategy • Observation of practical candidate performance coordinated • Portfolio of documentation that may support 2. At least one competitors’ analysis developed planning and on tour activities • Role plays • Oral and written questions • Third party reports completed by a supervisor • Project and assignment work • Simulations RELEVANT OCCUPATIONS ACCSTP REF Tour Leader D2.TCS.CL5.06 © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 167
37. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING TGS5.2. UNIT TITLE: MANAGE AND FACILITATE AN EXTENDED TOUR EXPERIENCE UNIT DESCRIPTOR This unit describes the competencies required to manage and facilitate an extended tour experience. ELEMENTS AND PERFORMANCE CRITERIA E1. Manage the tour E3. Resolve service-related problems that P1. Ensure the preparation and conduction of the arise on tour tour in accordance with the itinerary P10. Identify and analyse sub-standard operational P2. Adjust touring arrangements in response to and customer service issues. issues arising on the tour P11. Monitor and respond to operational issues and P3. Implement arrangements regarding catering, service provision accommodation and transport in accordance with advertised criteria P4. Liaise and negotiate with third party providers to maximise operational efficiency and service levels to tour group members P5. Cope with the long hours and variety of tasks associated with extended tours E2. Optimize tour member experiences on the tour P6. Demonstrate principles of tour guiding P7. Introduce tour group members to each other, where appropriate and explain the objectives and opportunities provided by participating in the tour P8. Use techniques to build and maintain group cohesion on tour P9. Resolve person-to-person conflict KNOWLEDGE REQUIREMENTS K1. List and explain the organisational policies and K5. List and explain the legal liability issues procedures in regard to the co-ordination and K6. Explain how to identify and deal with hazard operation of extended tours and risk management K2. Explain the specifics of the local tourism K7. Describe how to manage the process of industry where tour occurs coordination, communication, leadership, K3. List and describe the principles of guiding negotiation, conflict resolution and K4. Explain how to analyse specific information problem-solving regarding the tour being conducted 168 © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU
38. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING CONDITIONS OF PERFORMANCE AND VARIABLES 1. An extended tour is a tour that exceeds one 5. Tour-related documents will vary depending day’s duration and contains an extended on the type of tour and may include: touring program that may include: • Manufacturer’s instructions for equipment • General sightseeing tours • Repair manuals • Eco-tours • Warranties and guarantees relating to new • Adventure and recreational tours items purchased for the tour • Cultural, educational and historic tours • Copies of standard operating procedures and • Cruise programs contingency plans • Four-wheel drive tours • Itineraries, including tour itinerary and operational itinerary 2. Supplies that can be obtained on tour may • Maps be related to: • Passenger lists • Undertaking a cost-benefit analysis regarding the decision to take supplies or buy them en • Rooming lists route • Passenger profiles • Verifying availability of supplies identified for • Details of special requests purchase en route • Hand-out material for distribution at nominated • Ensuring cash, credit or pre-paid arrangements locations, sites and interpretive activities have been made with identified suppliers • Tour brief • Verifying availability of suppliers en route in • Catering information, including meal schedules cases of an emergency and recipes • Checklists 3. Identifying group numbers may include: • Insurance documentation • Listing the number of tour members/ participants, including identification of those • Voluntary Assumption of Risk forms, where who will depart and/or join the tour along the applicable way 6. Demonstrate principles of tour guiding must • Differentiating between and quantifying include: individual classifications of tour members, • Safety and security, including people and including men and women; infants, children property and the development of standard and and adults; different age groups contingency plans which must place the safety • Assessing potential usage of participants for of persons above the safety of property each activity, at each location and for every • Care and respect, including for the tour group, service and/or product advertised locals and the environment 4. Identifying special needs may include: • Skills, knowledge and ability to conduct/lead the • Factoring in variations to standard equipment tour and supplies traditionally packed for similar • Relevant knowledge in relation to the tour, tours including sites, destinations, environment and • Purchasing additional or new equipment and activities supplies • Providing an interesting and engaging • Accommodating the needs of special needs experience customers, including people with disabilities, • Ethical conduct elderly, children and infants • Catering for the needs of those with special • Meeting promises in regard to service delivery needs and individual differences on tour 7. Techniques to build and maintain group cohesion may include: • Encouraging interaction between group members • Utilising the skills of individual tour group members within the tour • Focusing the group on shared experiences • Creating opportunities for individual interaction • Accommodating individual preferences, where possible • Facilitating attempts at group cohesion • Creating and supporting attempts to optimise goodwill and group morale © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 169
39. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING CONDITIONS OF PERFORMANCE AND VARIABLES 8. Monitor operational issues and service 10. Analyse service related problems may provision may include: include: • Observing activities and service provided • Determining the cause of the problem • Speaking with tour group members to obtain • Assessing the impact of the problem, their immediate feedback including the long-term impact on business and • Liaising with tour staff the effect on the image of the agency • Identifying ways and taking on tour action to 9. Respond to sub-standard operational and prevent the recurrence of sub-standard service customer service issues may include: provision • Negotiating with third party suppliers and providers to rectify situations 11. Unexpected events may include: • Negotiating possible solutions with those • Systems failure, including technical and affected equipment failure • Acting to minimize the negative impact of the • Injury, accident or death sub-standard service provision • Adverse weather conditions, including the impact of adverse weather conditions in a near-by or associated area • Failure of tour group member to be at designated meeting point on time • Inappropriate customer behaviour • Unpredictable animal behaviour • Closures of sites and unannounced restricted access to traditional areas ASSESSMENT GUIDE ASSESSMENT METHODS Performance assessment must include: Suitable assessment methods may include: 1. At least one tour programme report • Observation of practical candidate performance 2. At least one operational plan implemented • Portfolio of documentation that may support 3. At least one extended experience plan for planning and on tour activities improvement • Role plays • Oral and written questions • Third party reports completed by a supervisor • Project and assignment work • Simulations RELEVANT OCCUPATIONS ACCSTP REF Tour Guide, Tour Leader D2.TTG.CL3.14 170 © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU
40. VIETNAM TOURISM OCCUPATIONAL STANDARDS: TOUR GUIDING RTS5.5. UNIT TITLE: SUPERVISE THE APPLICATION OF RESPONSIBLE TOURISM PRINCIPLES UNIT DESCRIPTOR This unit covers the competencies required to supervise the application of responsible tourism principles. ELEMENTS AND PERFORMANCE CRITERIA E1. Operate responsibly within the tourism E3. Ensure customers are aware of sector responsible tourism principles P1. Develop organisational policies on responsible P11. Provide customers with information on and sustainable tourism practices responsible tourism behaviour P2. Develop tour itineraries and tour programmes P12. Develop a company code of conduct for that ensure viable and long-term benefits to all customers stakeholders P13. Ensure the cultural and environmental integrity P3. Develop sustainability policy and standards for of destinations is accurately promoted suppliers P14. Ensure the quality standards of suppliers are accurately promoted E2. Follow guidelines for responsible tourism P4. Describe the impacts of tourism P15. Ensure the privacy of customer data is maintained P5. Participate in responsible work practices P16. Provide opportunities for customers to give P6. Encourage responsible behaviour feedback on services and destination quality P7. Conduct activities responsibly P8. Follow guidelines for cross-cultural awareness P9. Monitor impacts and changes P10. Develop plans for greater responsibility KNOWLEDGE REQUIREMENTS K1. Explain the role of interpretation in creating a K6. Explain how to raise awareness and build powerful responsible and sustainable capacity of staff in sustainable tourism customer experience principles that relate to their day-to-day K2. Identify sources of information on responsible responsibilities tourism and environmental concepts in the K7. Explain how to develop sustainability indicators relevant geographic context and criteria to tour itinerary and/or programme K3. Explain developmental processes related to development the formation of environmental and socially K8. Describe how to set supplier sustainability responsible regions targets for improvement K4. Analyse the Vietnamese perspective on K9. Explain how to develop a company code of responsible tourism conduct for customers to follow in responsible K5. Explain how to evaluate and adapt a varied tourism behaviour range of information for practical workplace purposes © Environmentally & Socially Responsible Tourism Capacity Development Programme funded by the EU 171