· Web viewThe Catering Sales Manager/Sales Manager assists the Director of Sales to increase...

SKILLS FRAMEWORK FOR HOTEL AND ACCOMMODATION SERVICESSKILLS STANDARDS FOR

CATERING SALES MANAGER/SALES MANAGER

Occupation: Catering Sales Manager/Sales Manager

Occupation Description:

The Catering Sales Manager/Sales Manager assists the Director of Sales to increase client base through consistent solicitations and establishing of trust and rapport with guests/customers to generate and boost revenues for the property. He/She identifies new markets and business opportunities, and at the same time, records sales and reviews his/her own sales performance while negotiating terms and agreements, and work towards closing sales.

The Catering Sales Manager/Sales Manager is pro-active in gathering market and guests/customers’ information, providing feedback on buying trends, and marketing the property by attending trade exhibitions, events and demonstrations. He/She utilises various forms of communication such as email, phone or online social media to develop relationships with guests/customers.

The Catering Sales Manager/Sales Manager is also responsible for the quality of service, adherence to policies and procedures for the department, and the safeguard of the property's propriety information. He/She may also assist the Director of the department in preparing the annual sales budget for management approval, and implementing the sales budget after approval.

Important Points to Note about this Document

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

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

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The skills expected of the Catering Sales Manager/Sales Manager are summarised as below:

Skill Category Skill

Analytical, Conceptual and

Evaluative

1. Solve Problems and Make Decisions at Supervisory Level

Business Continuity

Management

2. Execute Crisis Management Plan

Communications

3. Manage Meetings

Innovation

4. Engage in Service Innovation Initiatives

Personal Management and

Development

5. Develop Personal Effectiveness at Supervisory Level

Planning and Implementation

6. Apply Project Management Techniques7. Display Critical Thinking and Analytical Skills8. Implement Loss/Risk Prevention9. Implement Operations for Service Excellence10. Support Strategic and Operational Plans

Revenue Management

11. Apply Revenue Management Strategies

Sales and Marketing

12. Identify Sales Trends13. Provide Products and Services

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Skill Code ES-ACE-302G-1Skill Category

Analytical, Conceptual and Evaluative

Skill Sub-Category(where applicable) N/A

Skill Solve Problems and Make Decisions at Supervisory Level

Skill Description

This skill describes the ability to acquire the skills to work with a team of subordinates in practising problem-solving and decision-making. It also includes anticipating and identifying potential problems, facilitating team’s effort to resolve the problems, making appropriate decisions and seeing implementation plans through.

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

The ability to understand:

Types of information to be gathered and analysed to identify and confirm a problemCharacteristics of appropriate problem-solving tools and techniquesIdea generation techniques and their characteristics

Types of value and impact to be evaluated for selection of ideas

Techniques to manage team conflict in decision-making process

Factors affecting the effectiveness of an implementation plan Advantages and disadvantages of the various methods for

gathering feedback from relevant sources Methods used to identify deficiency in the implemented

solution and implementation plan and their characteristicsApplication and AdaptationIt refers to the ability to perform the work tasks and activities required of the occupation, and the ability to react to and manage the changes at work.

The ability to:

Identify symptoms that could lead to potential problems at the workplace using appropriate tools and techniques

Apply logical deduction to anticipate and detect problems at the workplace based on symptoms and relevant information gathered

Analyse relevant information surrounding the perceived problems and identify the exact problem using elimination process, objective reasoning or process questioning

Analyse the root causes of the problems at the workplace using appropriate problem-solving tools and techniques

Develop an implementation plan that addresses the root causes of the problems and consider the impact to self and team at the workplace

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Evaluate the effectiveness of the implemented solution and implementation plan by analysing feedback gathered from relevant sources

Innovation and Value Creation

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

The ability to:

Select a solution among the shortlisted ones collectively with team members using appropriate evaluative techniques and criteria

Formulate and execute modifications to restore and/or enhance effectiveness of implemented solution and implementation plan

Social Intelligence and Ethics

It refers to the ability to use affective factors in leadership, relationship and diversity management guided by professional codes of ethics.

The ability to: Facilitate generation of solutions to solve problems by

encouraging creativity among team members

Learning to Learn

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

The ability to: Review the effectiveness of modifications made and analyse

learning points and best practices that can be used for future reference

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Range of Application

(where applicable)

It refers to the critical circumstances and contexts that the skill may be demonstrated.

N/A

Version Control

Version Date Changes Made Edited by

ES-ACE-302G-1 1-Sep-16 Initial Version WDA and STB

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Skill Code BM-BCM-304E-1

Skill CategoryBusiness Continuity Management

Skill Sub-Category(where applicable)

N/A

Skill Execute Crisis Management Plan

Skill Description

This skill describes the ability to execute crisis management plan. It also includes coordinating crisis response and recovery activities, executing individual roles during disruptive events and validating crisis management plan.

Knowledge and Analysis

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


Crisis management plan, including crisis response and recovery activities

Critical business functions Business continuity plans Emergency control exercises

Application and Adaptation

It refers to the ability to perform the work tasks and activities required of the occupation, and the ability to react to and manage the changes at work.

The ability to:

Assist in the coordination and integration of crisis response and recovery activities in accordance with recovery and business continuity plans to respond to disruptive events

Execute individual roles within the crisis management plan to respond to disruptive events

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The ability to:

Participate in the organisation’s emergency control exercises to validate and make improvements to the crisis management plan to ensure organisational readiness



The ability to:

Manage own emotions to maintain composure and display self-confidence and resilience when dealing with challenges in a crisis situation

Respond appropriately to negative emotional cues of organisation members during a crisis situation to provide reassurance

Learning to Learn


The ability to:

Augment own knowledge on crisis management by subscribing to diverse learning channels to ensure continuous learning for workplace application


(where applicable)


N/A

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Version Control


BM-BCM-304E-1 1-Sep-16 Initial Version WDA and STB

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Skill Code BM-COM-402E-1

Skill Category Communications

Skill Sub-CategoryN/A

(where applicable)

Skill Manage Meetings

Skill Description

This skill describes the ability to manage meetings to meet meeting objectives. It also includes preparing for the meetings, conducting the meetings and following-up on meetings, as well as evaluating meeting outcomes to ascertain areas for improvement.



The ability to understand: Types and modes of meetings Components of meeting agendas Meeting collaterals Legal, regulatory, ethical and socio-cultural constraints of

meetings



The ability to: Prepare for meetings to support meeting objectives Follow up on meetings in accordance with organisational

procedures to ensure matters arising from the meetings are addressed

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The ability to:

Evaluate meeting outcomes to determine areas of improvement



The ability to:

Conduct meetings to facilitate discussion and conflict resolution, taking into consideration the emotional states of meeting participants and responding appropriately to emotional cues to maintain positive working relationships

Learning to Learn


The ability to:

Engage in self-reflection to identify areas for improvement in managing meetings

Improve own effectiveness in managing meetings by subscribing to diverse learning channels and participating in peer review platforms to enhance workplace performance


(where applicable)


Legal, regulatory, ethical and socio-cultural constraints of meetings must include:

Relevant legislations Codes of practice Business ethics Policies and guidelines Social responsibilities Cultural and societal expectations and influences

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Version Control


BM-COM-402E-1 1-Sep-16 Initial Version WDA and STB

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Skill Code SVCF-SI-101C-1

Skill Category Innovation


N/A

Skill Engage in Service Innovation Initiatives

Skill Description

This skill describes the ability to apply service innovation to enhance the organisation’s service value chain. It also includes leveraging on opportunities that are available for a service staff to generate ideas that contribute to service innovation.




Importance of service innovation Types of service innovation Methods to generate potential service innovation ideas Methods to evaluate potential service innovation ideas Types of mock-ups of service innovation ideas Process of presenting mock-ups Types of stakeholder decisions and follow-up actions



The ability to:

Generate service innovation ideas that may transform the customer experience

Document ideas in accordance with organisational procedures

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The ability to:

Evaluate service innovation ideas in accordance with evaluation criteria

Refine ideas taking into account stakeholders’ inputs



The ability to:

Present mock ups of service innovation ideas to stakeholders

Learning to Learn


The ability to:

Examine own performance in contributing to service innovation in the organisation

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(where applicable)


Service innovation may be defined as changes in the product or service offering that is aimed at transforming the customer’s experience.

Types of service innovation must include: Product People Place Process

Customer experience is the sum of all experiences a customer has with an organisation and its product or service. A positive customer experience makes the customer feel happy, satisfied, justified, valued, served and cared for throughout their relationship with the organisation. The ability to deliver a positive customer experience enhances customer loyalty and retention.

Version Control


SVCF-SI-101C-1 1-Sep-16 Initial Version WDA and STB

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Skill Code ES-PMD-301G-1

Skill CategoryPersonal Management and Development


N/A

Skill Develop Personal Effectiveness at Supervisory Level

Skill Description

This skill describes the ability to apply knowledge and life skills, relate them to roles and responsibilities in the workplace and contribute to their effectiveness as a team leader or supervisor. It also includes using time management techniques, maintaining a work-life balance, managing stress and personal finances.



The ability to understand: Types of motivational factors affecting personal goal setting

and achievement Factors that may affect the achievement of departmental goals Benefits of organising and prioritising work activities according

to goals set Practices that promote personal well-being and aspects of

personal management Issues and problems related to personal and family

responsibilities and their impact on work Common sources of assistance available to support personal

management Various budgeting techniques and their features to manage

personal expenses Factors to consider when using and maintaining credit to

ensure one's financial stability



The ability to: Analyse personal goals and align them to departmental goals

Examine personal role and responsibilities and their contribution to departmental success

Plan, organise and execute personal work activities to achieve departmental goals

Support the implementation of work-life balance programmes to achieve organisational effectiveness

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The ability to: Identify causes of stress that affect self and team and

apply stress management techniques to deal with them



The ability to: Apply emotional intelligence and people-management

techniques to get assistance from appropriate people such as managers, peers and subordinates

Learning to Learn


The ability to: Examine personal strengths and weaknesses, apply strategies

to overcome weaknesses and use personal strengths to contribute towards the achievement of departmental goals

Establish own existing financial position using appropriate tools and explain how to manage such a position

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

N/A

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Version Control


ES-PMD-301G-1 1-Sep-16 Initial Version WDA and STB

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Skill Code HAS-PNI-5001-1.1Skill Category Planning and

ImplementationSkill Sub-Category(where applicable)

N/A

Skill Apply Project Management Techniques

Skill Description

This skill describes the ability to apply project management principles and practices within the context of the work required by the job role. This also includes establishing and managing project budgets, assessing and mitigating project risks as well as managing the project schedules while responding to any changes.



The ability to understand: Roles and responsibilities of each member in the project team Importance of project objectives and timelines Principles and objectives of risk assessment, analysis and

reporting processes Methods of interpreting financial charts and graphs Methods of financial project progress documentation Project budget variance detection and reporting to the project

manager Types and applications of scheduling tools and techniques Time management techniques



The ability to: Identify risks throughout project life cycle Perform basic risk assessment and report to relevant

stakeholders in order to develop risk mitigation plans Assess project budgets and potential cost issues on

operations to prevent cost overruns in project budgets Work within project schedules to ensure project deliverables

are met Identify and report potential changes to project schedules to

project managers for corrective actions Monitor and manage changes in a timely manner to meet the

project target schedules

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The ability to:

Adopt risk control policies and procedures to ensure potential risks are mitigated



The ability to:

Encourage all team members to carry out their roles effectively for a project to meet objectives and target schedules

Learning to Learn


The ability to:

Learn from peers and supervisors in techniques to effectively manage a project


(where applicable)


N/A

Version Control

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

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Skill Code BM-SPI-304E-1Skill Category Planning and


N/A

Skill Display Critical Thinking and Analytical Skills

Skill Description

This skill describes the ability to apply critical thinking and analytical skills for problem-solving. It also includes challenging and rethinking ideas, analysing business issues to put forth recommendations to stakeholders and enhancing creative thinking among team members.




Methods to apply logical inquiry to issues Barriers to creativity Ways in which people may contribute to the critical thinking

and analysis process



The ability to:

Analyse business issues through the use of critical-thinking to make recommendations to relevant stakeholders



The ability to:

Challenge and rethink ideas and provide insights to relevant stakeholders for continuous business improvement

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The ability to:

Make recommendations that are attuned to the needs of relevant stakeholders and aligned to organisational objectives by exercising empathy and organisational awareness to close the gaps

Learning to Learn


The ability to:

Develop a critical thinking mind-set when dealing with business issues to improve the organisation’s business practices

Demonstrate problem-solving skills within own scope of work to improve productivity and own work performance

Enhance creative thinking skills among team members to foster innovation and improve organisational performance


(where applicable)


Methods to apply logical inquiry to issues must include:

Understand and identify relevant objectives and issues Formulate and raise key questions in a clear and concise

manner Gather and assess relevant information pertaining to business

situation Use abstract ideas and interpret them appropriately Recognise and assess implications and practical

consequences

Version Control


BM-SPI-304E-1 1-Sep-16 Initial Version WDA and STB

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Skill Code HAS-PNI-4002-1.1

Skill Category Planning and Implementation


(where applicable)

Skill Implement Loss/Risk Prevention

Skill Description

This skill describes the ability to plan, implement and comply with loss/risk preventive policies and procedures. It also includes the ability to review the effectiveness of loss/risk preventive policies and procedures.




Loss/risk preventive policies and procedures National Environment Authority (NEA) regulations and

guidelines Guidelines for receiving and storing products Empowerment in delegation of responsibilities for loss/risk

prevention



The ability to:

Plan loss/risk preventive policies and procedures Implement loss/risk preventive policies and procedures Comply with loss/risk preventive policies and procedures Review effectiveness of loss/risk preventive policies and

procedures

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N/A



The ability to:

Influence others to be vigilant to safeguard privacy and security of property and guest/customers/residents

Learning to Learn


The ability to:

Reflect on implementation of alternative measures for loss/risk prevention


(where applicable)


N/A

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Version Control


HAS-PNI-4002-1.1 1-Sep-16 Initial Version WDA and STB

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Skill Code SVCF-PL-101C-1

Skill Category Planning and Implementation


N/A

Skill Implement Operations for Service Excellence

Skill Description

This skill describes the ability to deliver service as part of a team and escalate issues that may impact an organisation’s service standards. It also includes recognising one’s role in the organisation’s service value chain and acquiring information that is commonly sought by customers.




Importance of one’s role in the service value chain Sources of information commonly sought by organisation’s

customers Principles of effective team communication Organisation’s service standards Effective communication skills Types of service performance issues Organisation’s service escalation process Channels to identify service performance issues



The ability to:

Recognise the role that one plays in the service value chain Deliver service as part of a team according to the

organisation’s service standards Recognise opportunities and take initiative to assist colleagues

in service delivery

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The ability to:

Recognise and escalate service performance issues that affect the organisation’s service standards



The ability to:

Adhere to organisation’s professional code of conduct in service delivery

Share information commonly sought by organisation’s customers with colleagues to enhance the team’s performance in service delivery

Learning to Learn


The ability to:

Acquire information commonly sought by organisation’s customers to enhance own ability to deliver service


(where applicable)


An organisation’s service value chain is made up of multiple stakeholders at different levels, all of whom have a part to play within the organisation in upholding the organisation’s service standards.

Service performance issues may be identified through the following channels: Customer feedback Observation of the service environment Mystery shopping results report

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Version Control


SVCF-PL-101C-1 1-Sep-16 Initial Version WDA and STB

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Skill Code BM-SPI-301E-1Skill Category Planning and


N/A

Skill Support Strategic and Operational Plans

Skill Description

This skill describes the ability to execute business processes in alignment to organisational policies, practices and procedures. It also includes identifying own job role in relation to operational plans and reporting progress to stakeholders for review.




Linkage between business processes and organisational policies, practices and procedures

Purposes of key performance indicators within the organisation Performance systems and processes in the organisation



The ability to:

Identify business processes for execution to align with organisational policies, practices and procedures

Identify and assess own job scope, roles and responsibilities to support relevant strategic and operational plans

Identify and carry out actions and behaviours to support organisational vision, mission and values

Monitor and report status progress to relevant stakeholders for review

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The ability to:

Review business processes to identify areas for improvement



The ability to:

Cultivate a broad personal network that incorporates colleagues, professionals and business contacts to achieve workplace support and co-cooperativeness to fulfil own job role

Learning to Learn


The ability to:

Engage in self-reflection to identify areas for improvement in own job role performance

Improve on own job role performance by subscribing to diverse learning channels and participating in review platforms with peers and supervisors


(where applicable)


N/A

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Version Control


BM-SPI-301E-1 1-Sep-16 Initial Version WDA and STB

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Skill Code HAS-REV-4002-1.1

Skill Category Revenue Management


(where applicable)

Skill Apply Revenue Management Strategies

Skill Description

This skill describes the ability to execute the organisation’s revenue management strategies by applying organisation’s rate strategy via distribution channels. It also includes maintaining property inventory allocation, managing group bookings and implementing front office and reservation upselling programmes



The ability to understand: Importance of identifying, clarifying and disseminating

organisation’s revenue management strategies Sources of information on rate availability calendar Importance of identifying relevant distribution channels Importance of keeping up-to-date with organisation’s revenue

management systems Methods of obtaining rate audits Significance and methods of recording refused, lost, cancelled

and wait-listed business Significance and methods of organisational policy on room and

apartment allocation Organisational policy and procedures on following-up and

changing status of group proposals, performing group wash and rooming lists

Reasons for take-over of groups from sales department Importance and methods of identifying opportunities to upsell



The ability to:

Disseminate the organisation’s revenue management strategies to other stakeholders, in accordance with organisational procedures

Maintain consistent rate availability calendar for various distribution channels, in accordance with organisational procedures

Perform validation of forecasts in revenue management systems, in accordance with organisational procedures

Perform rate audits across all distribution channels, in accordance with organisational procedures

Perform verification of rates recorded in property management

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system (PMS), in accordance with organisational procedures Maintain records of refused, lost, cancelled and wait-listed

businesses, in accordance with organisational procedures Perform control of room and apartment allocation and

inventory, in accordance with organisational standards Follow up and change status of group proposals, in

accordance with organisational policy and procedures Perform follow-up on rooming lists based on sales contract, in

accordance with organisational procedures and group requirements

Perform group wash based on sales contract and upon receipt of rooming lists, in accordance with organisational procedures



The ability to:

Identify upselling opportunities, in accordance with organisational procedures and guests/customers’ requirements

Apply upselling during property reservations, during check-in for guests/customers with reservations and without reservations (walk-in), in accordance with organisational procedures and guests/customers’ requirements



The ability to:

Receive instructions and seek clarifications on organisation’s revenue management strategies, in accordance with organisational procedures

Perform take-over of control of groups from sales department, in accordance with organisational procedures

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Learning to Learn


The ability to:

Seek feedback from supervisor on ways to the tasks assigned for applying revenue management strategies and usage of the management systems


(where applicable)


N/A

Version Control


HAS-REV-4002-1.1 1-Sep-16 Initial Version WDA and STB

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Skill Code HAS-SNM-4002-1.1

Skill Category Sales and Marketing


N/A

Skill Identify Sales Trends

Skill DescriptionThis skill describes the ability to analyse sales data, relate factors with sales trends. It also includes managing hotel inventory and evaluating effectiveness of sales strategies.



The ability to understand: Sources of, and factors affecting, sales data Data collection methods and sales performance analysis Customer profiles and their preferences for different periods of

the year Impact of technology on marketing strategies Importance of cross selling and upselling Pricing structures and inventory of the organisation Techniques for handling overbooking situations Components of market intelligence Importance of performance gap analyses and taking corrective

actions to address these gaps Methods of quantitative assessments



The ability to:

Identify annual lull and peak periods, in line with business operations

Collect and gather information on sales data in accordance with organisational procedures

Categorise customer demographics in line with business operations

Identify critical customers according to lull and peak periods of the year

Develop sales tactics to attract core customers, in accordance with organisational guidelines

Perform revenue optimisation in accordance with organisational procedures

Perform competitive analysis in accordance with organisational procedures

Identify performance gaps in accordance with organisational procedures

Review sales objectives in accordance with organisational procedures

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The ability to:

Introduce cross selling and upselling, in according to organisational procedures

Manage and rectify overbooking situations in according to organisational procedures

Adjust market strategies in accordance with characteristics of critical customers

Implement corrective actions to address performance gaps, in accordance with organisational procedures



The ability to:

Ensure that the information gathering is in accordance with organisational procedures and guidelines

Learning to Learn


The ability to:

Update own learning in techniques for developing and reviewing sales trends, and tactics for revenue optimisation


(where applicable)


N/A

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Version Control


HAS-SNM-4002-1.1 1-Sep-16 Initial Version WDA and STB

37



Skill Code HAS-SNM-4003-1.1

Skill Category Sales and Marketing


(where applicable)

Skill Provide Products and Services

Skill DescriptionThis skill describes the ability to formulate individual sales plans, review and manage sales accounts. It also includes establishing new sales opportunities.




Principles of sales strategies and sales cycles Departmental and individual sales objectives Components of an action plan Time management principles Principles of key, marginal and dormant accounts

management Strategy and account development Yield management Sales performance gap analysis Guidelines on customer relationship building, sales and selling

techniques Procedures for conducting site visits and inspections at

organisation's premises



The ability to:

Review individual account portfolios within department Establish, map and execute individual sales action plans, in

line with business objectives Maintain and manage accounts Retain and manage selected marginal accounts Review dormant accounts Apply yield management strategies Perform sales functions in accordance with organisational

procedures Prepare sites, products and services related to clients’ needs Arrange and conduct site visits and inspections with follow

ups, in accordance with organisational procedures


The ability to:

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Identify sales performance gaps and plan for sales actions



The ability to:

Build rapport with key, and developing, accounts

Learning to Learn


The ability to:

Update own learning in reviewing and managing accounts, to increase revenue for the organisation

Learn to provide better service and customer experience to existing and new clients, in the course of interaction


(where applicable)


N/A

Version Control

39




HAS-SNM-4003-1.1 1-Sep-16 Initial Version WDA and STB

40



Definitions of the Five (5) Domains

Domain Definition


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


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


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


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

Learning to Learn

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

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