Competency Based Training (CBT) and assessment an introduction for trainers Competency Competency refers to the ability to perform particular tasks and duties to the standard of performance expected in the workplace. Competency requires the application of specified knowledge, skills and attitudes relevant to effective participation, consistently over time and in the workplace environment. The essential skills and knowledge are either identified separately or combined. Knowledge identifies what a person needs to know to perform the work in an informed and effective manner. Skills describe the application of knowledge to situations where understanding is converted into a workplace outcome. Attitude describes the founding reasons behind the need for certain knowledge or why skills are performed in a specified manner. Competency covers all aspects of workplace performance and involves: Performing individual tasks Managing a of different tasks Responding to contingencies or breakdowns Dealing with the responsibilities of the workplace Working with others. Unit of Competency Like with any training qualification or program, a range of subject topics are identified that focus on the ability in a certain work area, responsibility or function. Each manual focuses on a specific unit of competency that applies in the hospitality workplace. In this manual a unit of competency is identified as a ‘unit’. Each unit of competency identifies a discrete workplace requirement and includes: Knowledge and skills that underpin competency Language, literacy and numeracy Occupational safety and health requirements. Each unit of competency must be adhered to in training and assessment to ensure consistency of outcomes. Element of Competency An element of competency describes the essential outcomes within a unit of competency.
Slide No Trainer Notes Trainer continues to present to trainees actions which will help build trust in a business relationship: Give customers what they are entitled to – even though: They may not ask for it – if a sale entitles the customer to a discount or a free item of merchandise, then all customers must be provided with this as it applies to the item or service they have purchased. Never play favourites They may not know it exists or applies to them or to their transaction. Advise them when: A new product or service they have previously shown an interest in becomes available A better deal on an item they have booked becomes, or is, available – such as a package deal providing the same inclusions but at a cheaper price A better alternative is available – for example, purchasing tickets ‘now’ will save the customer having to queue in the hot sun when they arrive at the attraction or amusement park A possible price rise for something they are considering buying is imminent They are close to becoming entitled to a bonus or discount – for example, a significant price reduction may apply to their purchase if they spend a small amount more on their purchase. Slide Slide No Trainer Trainer continues to present to trainees actions which will help build trust in a business relationship: Maintain confidentialities – this means all the information about a customer or business must remain private and not disclosed to any other business Charge the prices quoted – charging a person or business what has been quoted (verbally or in writing) is a element of building trust with them Advise suppliers if more than what was ordered or more than what was paid for has been received – as opposed to keeping the ‘extra’ items and benefiting from their error. Slide Slide No Trainer Notes Trainer introduces the concept of ‘respect’ in a business relationship to trainees stating it is the regard they have for customers and other stakeholders (as identified on earlier slides) highlighting it embodies – and can be demonstrated by displaying – a range of factors such as:
Seek clarification – about the cause of the delay. Slide No Trainer Trainer continues to present possible tactics for use in negotiation: If the other party has set limits (for example they have established boundaries of finance, personnel, time, price) – trainees might: Explain why these limits are unacceptable – to the venue or business, giving actual reasons based on relevant issues applicable at the time Respond with venue or department limits – so the other party understands the situation better, gains an understanding of the problems and parameters relevant to the issue Engage in open discussion of limits – more facts and honesty are key. Slide Slide No Trainer Notes Trainer continues to present possible tactics for use in negotiation: If there is a deadlock – trainees might: Claim you do not have the authority to make the change and buy more time to enable more thinking, input from others, re-thinking of your position, goals. Slide Slide No Trainer Notes Trainer continues to present possible tactics for use in negotiation: If the other party keeps silent – trainees might: Ask questions – to identify the cause of the problem; to gain more information to use in the process; to gain a better understanding of what the other party is thinking Ignore the silence – do not to it but keep talking, dealing, offering, negotiations Respond with silence – allow the other party to break the silence.
Slide Slide No Trainer Trainer indicates all information used as part of negotiations must be: Comprehensive – all the relevant information about a deal must be provided and discussed; not just the ’good’ bits Accurate – nothing must misleading; information should be checked for accuracy before used; it must relate specifically to the substance of the negotiations Current – the prices and other details and data must be what applies ‘at this time’ or for the time the negotiation relates to (where this is some future date). Slide No Trainer Notes Trainer explains to trainees all information used in a negotiation needs to be comprehensive, accurate and current because: It is the of ‘the deal’ – and the other party is entitled to rely on it as being correct Insufficient, poor, dated or wrong information is highly unprofessional – and severely damages the reputation and image of the business The other party uses it to make a decision – to buy or not to buy The business can be held legally liable if they provide false or misleading information. Class Activity – Discussion Trainer arranges for a legal profession al to attend and talk to trainees about: The obligations they are in relation to information provided as part of a negotiation The possible results where false or misleading information is used as part of the basis for a negotiated deal Checks they should make before giving information to others as part of a negotiation process. Slide Slide No Trainer Trainer advises trainees information and input from colleagues in relation to a negotiation should: Provide history about previous dealings with the other party – indicating (for example): The tactics they may use or have used in the past
Trainer arranges for a suitable management-level person from a suitable industry or industry sector to attend and talk to trainees about: Contract-related situations they have engaged the services of external specialists Why they elected to use these specialists The advice they were given by these people Action they took – or did not take – on the basis of information provided Cost of this advice Whether they would continue to seek specialist advice of this type Alternatives available for obtaining relevant legal, financial and IR advice. Slide Slide No Trainer Notes Trainer provides a recap of the Element asking questions to check trainee understanding and responding to questions from trainees, as required. Slide Slide No Trainer Notes Trainer provides a recap of the Element asking questions to check trainee understanding and responding to questions from trainees, as required. Slide No Trainer Notes Trainer provides a of the Element asking questions to check trainee understanding and responding to questions from trainees, as required. Slide
Slide Slide No Trainer Notes Trainer tells trainees there is also a need to undertake research in order to professionally maintain business relationships indicating this research can relate to: Talking to established network of industry contacts – to identify what ‘the other party’ is up to – other suppliers and certain guests/customers can provide valuable insight Keep an eye on the news in the media – for details about relationship partners are doing Be observant about media advertising that is undertaken by the other party – what does it indicate they are doing? Obtain relevant annual reports – and read them relevant web sites and opposition properties – to see what is new. Slide Slide No Trainer Notes Trainer asserts the rewards of taking the time and trouble to foster and maintain excellent business relationships are many, especially in the realm of the outstanding personal relationships and friendships that can emerge – other benefits include: Peer support and a network – to bounce ideas off An opportunity to learn from others and share personal experiences Increased business opportunities for the enterprise Chances to keep more up-to-date and better informed about the industry Increased access to relevant information that is sometimes denied to who are not ‘in the know’. Class Activity – Excursion Trainer arranges a visit to a suitable business reflecting the workplaces/industries of the trainees for trainees to: View the facilities Speak to staff Listen to management representatives discussing how they establish and maintain business relationships Discuss with management why they establish and maintain business relationships Sight documentation used within business relationships – such as contracts, databases, information gathering forms, scheduled call or visit lists.
Trainer highlights after an agreement is confirmed, it is then necessary to honour the agreement within the scope of individual responsibility stating this authority will: Be explained to you when you join a business – as part of your Induction and orientation Be relatively small to begin with – there may even be no scope of authority for the first few weeks or months Grow as your experience grows – and enable and authorise you to do more without reference to other people. Slide Slide No Trainer Trainer presents important points to note regarding scope of authority: Fully understand what limits and parameters – clarify any ambiguities, talk to management and ask for workplace examples of what is allowed act outside personal scope of authority – ever: if there is need to act outside personal scope of authority: Refer the matter to a more senior person for their consideration and action Ask a more senior person for direction, guidance and advice Failure to adhere to existing scope of authority guidelines can result in all scope of authority permissions being revoked – in some cases, exceeding scope of authority can be grounds for dismissal. Slide Slide No Trainer Trainer emphasises to trainees customers expect the business to honour agreements made, regardless of how they were made (written or verbal), and failing to meet these expectations: Reduces levels of satisfaction – creating negative sentiment; more complaints; reduced repeat business Harms the trust and rapport that has been established – because the business is seen to be lying and untrustworthy; once this is damaged it is very difficult (impossible?) to repair Creates the impression the business is only interested in their part of the agreement (the cash, the booking) – and not focussed on fulfilling agreed requirements Can give rise to legal action – such as damages and or enforced undertakings Can result in adverse publicity – where the matter is raised in the media or otherwise made public Destroys the potential for relationships.