Nvq_Level_3_Competency_Statement_for_Hospitality_Supervision_and_Leadership

Competency statement for NVQ Diploma in Hospitality, Supervision and Leadership Unit Number Unit Title & Description of Competency CU756 CU3093 Monitor and Solve Customer Service Problems Supervise Food Service Operations During my time as a Manager within the Hospitality industry one of my key job roles was responding quickly and efficiently to any customer service problems. From dealing with customer complaints to identifying ways in which to improve the service offer. With regards to customer complaints during service I always adopted the policy of direct action, identifying ways in which the customer can be satisfied that He or She has received an appropriate response to their problem. For example, if a customer has requested that their steak is to be cooked a certain way and that, on arrival at the table, it is clearly not how they asked for it to be cooked I would firstly apologise for the mistake and then explain the options going forward. These would be that a new steak could be prepared (stating the time in which this would take); that a reduction in the final bill would be actioned if necessary or that to ensure continuity in the guest’s experience we could hold off the other guest’s meals whilst a new steak is prepared. One of the main problems I have encountered with customer service is with table reservation systems. Often popular time slots would be filled up first creating a back log of orders when it came to actual service. Ways in which I have improved and countered this is to have clear table plans for each day in all booking diaries so that staff have a clear idea of available tables and times. Also I have instructed staff that they are to book tables, where possible, in 15 minute increments to ensure a steady flow during actual service. The most effective way in which I have found that this can be achieved is to instruct staff to find out a guests preferred time and if this isn’t available get them to communicate to the guest the next available time. CU761 Set Objectives and Provide support for Team Members During my role as an Assistant Manager I regularly set target based objectives as a direct result of meetings with Line Managers. These included implementation of up-selling procedures (selling the customer a superior version of a Gin by having the knowledge and confidence to explain its background and merits over the initial order), staff member personal goals such as knowledge improvement (weekly question and answer sessions and one-on-one meetings focusing on separate sections of wet sales) and customer care skills (how to address customers, dealing with complaints, check-back procedures), time-scaled co-ordination of service requirements (order times and the length of periods between courses) and direct procedures for staff members with regards to conduct and expectations during work hours (personal appearance, completion of daily and weekly tasks, interpersonal guidelines). In terms of support I have been involved with staff training and discipline in mentor and mediation capacities respectively (as an induction officer and witness/third party to various disciplinary meetings) as well being a point of contact for any questions/queries that may arise. CU764 Support Learning and Development Within Own Area of Responsibility During my time as an Assistant Manager an important part of developing and maintaining a good team is training. It inspires confidence amongst staff and in turn this creates confidence within the consumer. A lot of staff within the hospitality industry can be new to the sector so induction training is important. It establishes key guidelines and identifies areas of responsibility for the employee. I have often found that Staff Handbooks are useful to set out organisational procedure and to give staff members a reference point if they are ever unsure about something relating to the business. On going training is also important as it allows you to update staff of any changes in licensing law, product developments and possible improvements to service standards which may need to be implemented. I have found that the most effective way to deliver this is through a mixture of one-on-one and group training. The benefits of one-on-one training are that you can tailor your approach to the learning style and needs of the individual whilst it is more effective to employ group training when delivering universal changes, such as modifications to licensing and any changes to the business as a whole. CU766 Manage the Environmental Impact of Work Activities During my time as an Assistant Manger the need for environmental best practice has become more and more prevalent. Key areas in which I have contributed to the management of environmental impacts are: Water - Review the use of water within the business. - Consider installation of dual flush/hippo systems for toilets. - Push taps/motion sensitive taps. - Repair of any leaks. Waste Resource - Carry out a waste review and implement waste minimisation strategies. - Seeing whether or not consumption can be reduced, reused or recycled (e.g.: single sided paper can be used as scrap paper before being recycled) - Recycling of all paper, plastic, metal and card. Premises - Ensure regular maintenance of the building is carried out - Encourage the use of natural light and ventilation Hazardous Chemicals - Ensure storage facilities are maintained. - Ensuring all clean up equipment is provided and maintained. Energy Consumption (carbon footprint) - Turn off electrical appliances. - Reduce thermostat temperature. CU823 CU835 Improve the Customer Relationship Lead a Team to Improve Customer Service During my time as an Assistant Manager one of the main ways in which I have improved customer relationships is through empowerment of staff. By ensuring staff are skilled and have the knowledge to deal with any questions or queries without having to “ask the manager” it creates a culture of enhancement in terms of the relationship with the customer and is an effective way to add value to the business. Another way to improve customer relationships is through the effective use of feedback. By asking guests about their experience you are able to gain vital information to improve not just their specific stay but also the guest experience as a whole. Also instilling in staff that feedback is something to use in a positive way rather than something to be looked upon as a complaint is again a way of creating a culture of continual improvement. I have also led staff meetings where the main aim is to invite their input and ideas on how we can improve customer service. Staff spend a lot of time with customers and I have found that by developing their ability to build rapport with customers dramatically improves not just the customer experience but also the working environment for staff. Also staff are a vital asset in identifying often unseen areas for improvement, so by allowing input through team meetings and individually the consistency of customer service can be improved. CU856 Develop Working Relationships with Colleagues To develop positive work relationships, it is important to listen closely to what your colleagues are saying. Active listening techniques involve repeating back to the person who is talking what you heard him or her say. This ensures that you and your colleague are on the same page. Co-workers should be able to freely express their thoughts on work-related issues in a professional manner. In team meetings or one-on-one sessions, co-workers should be encouraged to voice their opinions about a project and express their ideas. Open communication is important for team building and increasing morale. As a manager it has been my responsibility to establish a working environment in which employees feel comfortable expressing themselves. CU862 Lead and Manage Meetings During my time as a Duty Manager I have led meetings on the following: • Staff training (Product Knowledge, Customer service techniques). • Disciplinary (To administer verbal or written warnings) • Monthly Updates (Targets, monthly covers, changes to working practice). Three key features I feel are integral to the success of team meetings are: 1. Take charge and keep the meeting moving forward. 2. Define goals and distribute the agenda in advance. 3. Close with an Action plan, and try to make sure that everyone leaves knowing the next step. CU3089 Contribute to the Control of Resources As an Assistant Manager is has been important for me to contribute effectively to the control of resources. This has included monitoring of both food and drink stock (stock-taking, waste management), ensuring all records are up to date (ullage, food waste, water and electric consumption) and also ensuring that staff are made aware of the importance of recording and reporting all waste produce. I have also implemented energy saving practices like information cards in rooms detailing politely how customers can help us to save on energy consumption by turning radiators and lights off when they are going out for the day and asking whether or not would be prepared to re-use any towels in the room. CU3090 Maintain the Health, Hygiene, Safety and Security of the Working Environment. As an Assistant Manager it has been important to me to maintain a safe working environment. My main duty is to ensure that all safety procedures are adhered to and that staff are made aware of all guidelines and stick to them whilst they are at work. Responsibilities have included undertaking fire risk assessments with the local Fire Safety Officer, being a nominated first-aider, ensuring all accident records are up to date, briefing staff on various updates and changes to cleaning and maintenance (EHO summaries and advice) and making sure that any maintenance to either equipment or buildings is brought to the attention of the appropriate line manager or resolved myself. Through practical experience I have gained understanding of the importance of personal hygiene when working with food, the legal responsibilities of working in a kitchen (RIDDOR 1995, Health & Safety Act), manual lifting techniques, the correct monitoring of all temperatures and equipment, the causes and prevention of cross-contamination and the correct ways in which to monitor and report incidents, risks and potential hazards. CU3091 Supervise Drinks Service During my role as a Duty Manager it was required of me to oversee the drinks service and ensure that all standards were met. From using the correct glassware to the correct serve of all beverages, making sure staff were knowledgeable about all products including the wine list, as recommendations were a requirement. To ensure that this standard was maintained regular workshops were actioned (both external and internal) to make sure that staff were confident in what they were selling. CU3092 CU3093 Supervise Food Production Operations Supervise Food Service During my role as an Assistant Manager I have been able to contribute to the efficient use of Food resources in both a Front of House role and as part of the Kitchen team. As an Assistant Manager it was my job to make sure that the Front of House side of food service ran efficiently and adhered to all current legislation and that good practice was undertaken by all waiting staff i.e. good hygiene, waiting clothes used where appropriate, hair tied back if required. From a front of house perspective my main objective during service was to ensure that customers receive their meals in perfect condition and within the agreed timescales of the organisation (usually 10-15 minutes between courses). To achieve this the implementation of control points was always necessary to ensure service standards were met. It was also my job to ensure that all relevant areas were ready for service, that staff were up-to-date with industry-specific codes of practice and that if not they were given the information necessary to meet the requirements of the organisations service standards. CU3094 Supervise Functions During my role as a Duty Manager I have over-seen a variety of Functions, from Weddings and their Receptions to Society Conferences and Company training days. My main duties for any functions were the initial planning of events (assessing the numbers required against the size of spaces available, budgets, time frames and any additional requirements the guest may have), planning for the function (staff briefing, risk assessments and ordering of materials and produce) and supervision of the events themselves (ensuring all aspects of the function were on time, dealing with any problems that may occur and actioning the relevant contingency plans). CU3095 Supervise Housekeeping Operations During my time as an Assistant Manager my tasks and responsibilities when supervising Housekeeping operations included: • Manage the daily activities of the Housekeeping department to include appropriate cleaning of all offices, seating areas, washrooms, restaurants and all public spaces. • Daily supervision of the housekeeping staff. • Purchase, re-order and maintain housekeeping supplies and inventory. • Conduct pre and post inspections of all rooms. • Maintain the housekeeping budget, providing billing summaries and expenses for all rooms and inventory. • Uphold organisational standards of cleanliness, safety, and conduct. • Knowledge of HACCP and safety standards within Housekeeping department. • Determine and maintain the department work schedule used to notify staff of arrival and departure numbers. • Ensures the proper maintenance of all equipment; make arrangements for repair and/or replacement of used and damaged equipment. CU3097 CU3098 Supervise Reception Services Supervise Reservations and Booking Services During my time as a Duty Manager I have worked a lot of shifts as a receptionist so have first hand experience of the duties and functions involved. In a supervisory role it was always required of me to ensure that reception staff conduct themselves in the appropriate manner and also present themselves in line with organisational standards. I also had to monitor guest databases and client communication records to identify areas for improvement in customer service and possible ways in which the business can add value for the guest. When monitoring reservation and booking services I always ensured that all records were up to date, that staff were briefed fully on how to take and execute various bookings, that areas for improvement were identified through the use of archives and both staff and guest input, that any errors were rectified prior to the event or booking taking place and if not a suitable plan was put in place to deal with the problem. CU3099 Contribute to the Selection of Staff for Activities During my role as an Assistant Manager it was important to correctly staff the business. From ensuring that you had enough people to meet the organisations standards of service to maintaining the correct wage expenditure. One of my main duties has been to do both weekly, and sometimes monthly, rotas. In order to do this in an efficient way all functions, bookings and room reservations had to be taken into account prior to releasing the Rota in order to make sure that staff levels were sufficient to cover the week or months amount of business. It was also important to allocate positions and tasks correctly. For example a more confident member of staff would be best suited to dealing with a large party where they would be required to take control and supervise or if a delivery was being seen into the cellar it would be best practice to allocate two members of staff to help each other with any heavy lifting. One of the main areas in which staff selection is important is during the execution of large functions (Weddings, Conferences). I would always brief staff on the upcoming event and allocate positions prior to it to ensure everyone was aware of their required job role and if any gaps were identified a solution could be actioned.