Package for Hospitality Training

(Including Competency Standard, Teacher Focused & Student

Centered Materials and Assessment Tools)

Unit Title:
DEVELOP AND IMPLEMENT
OPERATIONAL PLANS

Unit Code: ITHHGLE03AEM

Acknowledgements
Writer:
A. Iskandar, Lecturer, Trisakti Institute of Tourism Jakarta

Others:
Indonesian Hotels and Restaurant Association
Jakarta International Hotels Association
Ministry of Manpower and Transmigration
Ministry of National Education
Ministry of Culture and Tourism
Tourism Training Australia
Australian National Training Authority
Australian Agency for International Development

This package has been produced to provide information that can be used to
complement the materials that are already available. The package is not
intended to replace current resources.

Package for Hospitality Training – Develop and implement operational plans i

Glossary

Access and equity

Refers to the fact that training should be accessible to everyone regardless of age, gender,
social, cultural, religious or educational background.

Assessment
The formal process ensuring training meets the standards required by industry. This process
is performed by a qualified assessor within a nationally agreed framework.

Assessor
An assessor is a person who is certified by industry to assess whether a worker is competent
to undertake specific tasks.

Competent
Able to do the job and has all the necessary skills, knowledge and attitude to perform
effectively in the workplace, according to agreed standards.

Competency Based Training

Training that relates to what people must be able to do and measures performance against
agreed standards.

Critical aspects of assessment

Explains the central point of the assessment and the key points to look for when assessing.

Context of assessment
Specifies where, how and by what methods assessment should occur.

Elements
The skills, which make up a unit of competence.

Evidence guide
These are guidelines on how a unit should be assessed.

Fair
Does not disadvantage particular trainees or students.

Flexible
Acknowledges that there is no single approach to the delivery and assessment of
performance in a competency-based system.

Formative assessment
These are small assessment tasks done during training. They assist in making sure that
learning is taking place and also give the trainees or students feedback on their progress.

Key competencies
Competencies that underpin all work performance. These are: collecting, analysing and
organising ideas and information, communicating ideas and information, planning and
organising activities, working with others and in teams, solving problems, using technology,
using mathematical ideas and techniques.

Package for Hospitality Training – Develop and implement operational plans ii

These competencies are graded in different levels.
Level of ability to be demonstrated in achieving the key competencies
Level Characteristics
1 Undertakes routine tasks within established procedures and is subject to
frequent progress checks by supervisor.
2 Undertakes broader and more complex tasks with increasing personal autonomy
for own work. Supervisor upon completion checks work.
3 Undertakes complex and non-routine activities, is self directed and responsible
for the work of others.

Linkages to other units

Describes the role of the unit and its place within the full set of competencies specified by
industry. It provides guidance as to which units may be assessed together.

National competency standards

Nationally agreed statements of the skills and knowledge that people need at work and the
standards of performance that are required.

Performance criteria
This is used to judge whether an individual has achieved competence in a unit.

Range of variables
This details the range of different contexts that may apply to a particular unit.

Reliable
Uses methods and procedures that confirm that the competency standards and their levels
are interpreted and applied consistently in all contexts and to all trainees or students.

Standards and certification institute

Ministry of Manpower and Transmigration (MOMT) has given authority to Indonesian Hotels
and Restaurants Association (PHRI) and Association of Indonesian Tours and Travel
Agencies (ASITA) to establish the Institute for the Standardisation and Certification of the
competency of Indonesian workers in the hospitality and tourism industry. The institute will
develop competency standards and information systems for the Standardisation and
Certification of competencies as well as administer competency tests and certify Indonesian
workers in the hospitality and tourism industry.

Summative assessment
The assessment done after training of the completed unit of competence to ensure that
trainees or students have achieved the performance criteria.

Trainee or student
A trainee or student is a person who is being taught knowledge or skills.

Trainer or teacher
A trainer or teacher is a person who facilitates learning.

Underpinning skills and knowledge

Defines the skills and knowledge required to be competent at the specified level.

Unit descriptor
A general description of the competency standard.

Valid
Judgement on the same evidence and criteria

Package for Hospitality Training – Develop and implement operational plans iii
will produce the same assessment outcomes
from different assessors.

Package for Hospitality Training – Develop and implement operational plans iv

 Table of Contents
1. Introduction to this guide
1.1 Introduction______________________________________________1
1.2 Time required to achieve competency__________________________1
2. Help for the trainer or teacher
2.1 The role of the trainer or teacher______________________________2
2.2 Delivery strategies_________________________________________2
2.3 Delivery requirements______________________________________2
2.4 Sources of additional information_____________________________2
3. The competency standard
3.1 Use of the competency standard______________________________3
3.2 Competency standard______________________________________3
4. Delivery strategy
4.1 The content plan__________________________________________6
4.2 How to teach the competency standard________________________9
4.3 Support materials (Overhead transparencies/Handouts)__________12
5. Assessment
5.1 Workplace assessment issues______________________________37
5.1.1 Workplace assessment.....................................................................37
5.1.2 Competent.........................................................................................37
5.1.3 Recognition of current competence...................................................37
5.1.4 Assessors..........................................................................................37
5.2 Underpinning skills and knowledge___________________________37
5.2.1 Assessment of underpinning skills and knowledge...........................37
5.2.2 Examples of assessment tasks.........................................................38
5.3 Suggested assessment for Develop and Implement Operational Plans_38

Appendices
1 Competency assessment result.
2 Group trainee or student assessment record.
3 List of overheads and handouts.
4 Trainee or student evaluation sheet.
5 Amendment List.
Section 1
Introduction to this guide
1.1 Introduction
Welcome to this guide.

This guide uses Competency Based Training to teach workplace skills. It is based on
competency standard that is a nationally agreed statement of the skills, attitude and
knowledge needed for a particular task. The major emphasis is on what an individual can do
as a result of training. One of the most important characteristics of Competency Based
Training is its focus on training individuals for actual jobs in the workplace.

This will help you teach the competency Develop and implement operational plans.

This guide deals with the skills and knowledge required to implement the planning process
within the workplace. It focuses the skills needed by frontline managers to develop and
implement a range of planning initiatives and underpins a range of other leadership units.

Linkages to other units:

1 This unit should be assessed with or after the following units:
a. ITHHGGA08AES Plan and establish systems and procedures
b. ITHHGLE01AES Monitor work operations
c. ITHHGLE08AES Lead and manage people.
2. This unit relates to planning and as such combined assessment/training may be
appropriate with a wide range of other leadership units. These units should be selected
according to the needs of the specific sector and workplace.
3. Care should also be taken to avoid duplication with unit ITHHGLE20AES Develop and
maintain the legal knowledge required for business compliance.
4. Care should be taken in developing training to meet the requirements of this unit. For
generic prevocational training, organisations should provide training that considers the
full range of industry contexts with no basis towards individual sectors. The range of
variables will assist in this regard. For sector specific delivery, training should be
tailored to meet the needs of that sector.

Teachers and trainers should structure their sessions according to the:

 needs of their students/trainees
 requirements of their organisation
 time available for training
 training situation.

A delivery strategy has been provided for the teachers and trainers. The suggested content
gives an indication of what needs to be covered in the program to meet the competency
standard.

The delivery strategy used and assessment provided in this unit are not compulsory and
should be used as a guide. Teachers and trainers are encouraged to utilise their own industry
knowledge, experience, local examples and products to adapt the materials or develop their
own resources, in order to ensure the relevance of the training.

1.2 Time required to achieve competency

Under Competency Based Training, the focus should be on achieving competence, not on
fulfilling a particular time requirement, as different trainees may take different lengths of time
to be competent in a particular skill.

Package for Hospitality Training – Develop and implement operational plans 1

Section 2
Help for the trainer or
teacher
2.1 The role of the trainer or teacher

One of your roles as a trainer or teacher is to ensure high standards of service through
effective training. To ensure that you are ready to start working on this competency with
trainees or students, consider the following questions:
How confident do you feel about your own knowledge and skills required to deliver each
element?
Is there any new information or laws that you may need to access before you start training?
Do you feel confident about demonstrating the practical tasks?
Will you be able to clearly explain the underpinning knowledge that your trainee or student will
need to do the job properly?
Are you aware of the scope of industry situations in which the competency may apply?
Are you aware of the language, literacy and numeracy skills your trainees or students need to
demonstrate competency in this standard?
Have you consider access and equity issues in planning the delivery of this training program?

2.2 Delivery strategies

The range of training activities that has been suggested for delivering this competency may
include:
 actual tasks
 projects and assignments
 case studies
 lectures
 videos and references
 group activities
 role plays and simulations.

Trainers or teachers should select training strategies that are appropriate for the competency
being taught, the situation and the needs of the learners. For example, if practising on-the-job
is not possible, varied simulations and role-plays may be appropriate.

2.3 Delivery requirements

Classroom space for delivery to trainees, whiteboard / blackboard, overhead projector,
overhead projector screen, flip chart, flip chart paper and multimedia.

2.4 Source of additional information

Sources of information may include some of the following categories:
 text books
 professional journals
 Tourism Training Australia website: www. Tourismtraining.com.au
 Industry Associations – Indonesian Hotels and Restaurant Association (PHRI)
Jl. R.P Soeroso 27 GHI (Gondangdia Lama) Jakarta 10350
Phone: (021) 310 2922
 Teacher Associations - PPPG
Jl. Raya Parung KM.22-23 Bojongsari, Sawangan – Bogor
Phone: (021) 743 1271

Package for Hospitality Training – Develop and implement operational plans 2

Section 3
The competency
standard
3.1 Use of the competency standard
In a training situation the competency standard assists the trainer or teacher to:
 identify what trainees or students have to do
 identify what trainees or students have already done
 check trainees’ or students’ progress
 ensure that all elements and performance criteria in training and assessing are
covered.

3.2 Competency standard

UNIT ITHHGLE03AES DEVELOP AND IMPLEMENT OPERATIONAL PLANS

UNIT DESCRIPTOR This unit deals with the skills and knowledge required to implement
the planning process within the workplace. It focuses the skills
needed by frontline managers to develop and implement a range of
planning initiatives and underpins a range of other leadership units.

ELEMENTS PERFORMANCE CRITERIA

01 Develop operational 1.1 Plans and strategies are developed based on
plans. workplace needs and identification of opportunities
for improvement and innovation.
1.2 Scope and objectives of the required initiative are
developed based on:
 overall enterprise goals
 staff and customer feedback
 monitoring of workplace operations.
1.3 Internal and external factors, which may impact on
the plan are identified and analysed.
1.4 Appropriate colleagues are consulted during the
development of the plan.
1.5 Resource strategies are developed.
1.6 Administrative framework and systems are
developed.
1.7 Priorities, responsibilities and timelines are clearly
identified and communicated.
1.8 Evaluation systems are developed in consultation
with appropriate colleagues.
1.9 An internal and external communications strategy is
developed to keep all stakeholders informed.
02 Administer and 2.1 Identified actions are implemented and monitored in
monitor operational accordance with agreed priorities.
plans. 2.2 Support and assistance is provided to colleagues
involved in implementing the plan.
2.3 Reports are provided in accordance with enterprise
requirements.
2.4 Financial control systems are implemented and
monitored.
2.5 Additional resource requirements are assessed and
auctioned in accordance with enterprise policy.
03 Conduct ongoing 3.1 Agreed evaluation methods are used to assess
evaluation. effectiveness in the workplace.
3.2 Evaluation involves all appropriate colleagues.
3.3 Problems are identified and adjustments are made

Package for Hospitality Training – Develop and implement operational plans 3

 accordingly.
3.4 Results of evaluation are incorporated into ongoing
planning and operational management.

RANGE OF VARIABLES
1.This unit applies to all tourism and hospitality sectors.
2. Operational plans will be
quite broad in nature and many include plans for:
2.1 a department within a large organisation
2.2 a small business
2.3 a specific project
2.4 introduction of a new product.

EVIDENCE GUIDE
1. Underpinning skills and knowledge
1.1 To demonstrate competence, evidence of skills and knowledge in
the following areas is required:
a. planning techniques
b. problem solving and decision making in specific relationship to
development and implementation of operational plans
c. research skills in relation to broad range of information from multiple
sources and related to broad range of issues.
2. Context of assessment
2.1 This unit may be assessed on or off-
the-job. Assessment should include practical demonstration either in the
workplace or through a simulation. Portfolios of evidence relating to workplace
experience may be appropriate. Simulated activities must closely reflect the
workplace and may need to take place over a period of time to allow the
candidate to address the ongoing implementation and monitoring aspects of
this unit. This should be supported by a range of methods to assess
underpinning knowledge.
3. Critical aspects of assessment
3.1 Look for:
a. ability to develop a realistic plan that relates to a specific and "real"
tourism and/or hospitality context. The plan should identify current and
relevant industry and enterprise issues and clearly identity an
implementation program.
b. ability to apply an integrated approach to operational issues.
c. knowledge and understanding of the following:
 legal issues which affect general operations within the sector
 current industry issues which affect general operations within the
sector
 specific implementation and monitoring issues, which may affect
the plan.
4. Linkages to other units
4.1 This unit should be assessed with or after the following units:
a. ITHHGGA08AES Plan and establish systems and procedures
b. ITHHGLE01AES Monitor work operations
c. ITHHGLE08AES Lead and manage people.
4.2 This unit relates to planning and as such combined assessment/training
may be appropriate with a wide range of other leadership units. These units
should be selected according to the needs of the specific sector and
workplace.
4.3 Care should also be taken to avoid duplication with unit ITHHGLE20AES
Develop and maintain the legal knowledge required for business compliance.
4.4 Care should be taken in developing training to meet the requirements of
this unit. For generic prevocational training, organisations should provide

Package for Hospitality Training – Develop and implement operational plans 4

 training that considers the full range of industry contexts with no basis towards
individual sectors. The range of variables will assist in this regard. For sector
specific delivery, training should be tailored to meet the needs of that sector.

KEY COMPETENCIES IN THIS LEVEL KEY COMPETENCIES IN THIS LEVEL

UNIT UNIT

Collecting, organising and 3 Using mathematical ideas and 1

Analysing Information techniques

Communicating ideas and 3 Solving problems 3

Information

Planning and organising activities 3 Using technology 2

Working with others and in teams 3

Package for Hospitality Training – Develop and implement operational plans 5

Section 4
Delivery strategy
4.1 The content plan
Note: In delivering the training below, teachers, trainers, trainees, students and assessors ensure compliance with full
details contained in the competency standard.
Element and Performance Range of Variables Additional Content Training Topics Activity Visual
Criteria
0.1 Develop operational plans. This unit applies to all tourism
and hospitality sectors
1.1 Plans and strategies are Operational plans will be quite Identify particular Workplace needs and Exp OHT 1a-b
developed based on workplace broad in nature and many situations in the external opportunities Dis
needs and identification of include plans for: workplace that bring affect the operational plan
opportunities for improvement  a department within a about particular needs and strategy
and innovation large organisation which must be considered
 a small business in the operational plan
 a specific project and strategy
1.2 Scope and objectives of the  introduction of a new Major factors that Exp OHT 2
required initiative are developed product. determine the scope and Dis HO 1
based on: objectives of the required
a. overall enterprise initiative
goals
b. staff and customer
feedback
c. monitoring of workplace
operations.
1.3 Internal and external factors, Identifying and analysing B OHT 3
which may impact on the plan internal and external Exp HO 2a-c
are identified and analysed environment Q
1.4 Appropriate colleagues are Informal environmental The importance of Q OHT 4
consulted during the scanning process as well information, opinion and Exp
development of the plan as formal, systematic perception from
scanning and analysis, colleagues
conducted by a committee Selecting appropriate OHT 5
of managers are both sources of information
used

Package for Hospitality Training – Develop and implement operational plans 6

 Element and Performance Range of Variables Additional Content Training Topics Activity Visual
Criteria
1.5 Resources strategies are Analyse the internal and Developing resources Q OHT 6
developed external environmental strategies Dis HO 3
situations and conditions
as well as the production
and service needs

Allocate financial, human

and physical/material
resources with the
principal focus on
maximisation of their
productivity
1.6 Administrative framework and Developing administrative Exp OHT 7
systems are developed framework and system

1.7 Priorities, responsibilities and Priorities, responsibilities Exp OHT 8

timelines are clearly identified and timing as major
and communicated issues in planning
operational
1.8 Evaluation systems are Developing evaluation B HO 4
developed in consultation with systems
appropriate colleagues
1.9 An internal and external Developing B HO 5
communications strategy is communication strategy Exp
developed to keep all
stakeholders informed

0.2 Administer and monitor

operational plan.
2.1 Identified actions are Implementing and Exp HO 6
implemented and monitored in controlling identified
accordance with agreed priorities actions

Package for Hospitality Training – Develop and implement operational plans 7

 Element and Performance Range of Variables Additional Content Training Topics Activity Visual
Criteria
2.2 Support and assistance is Involve all functional Concise policies as Exp HO 7
provided to colleagues involved managers as well as key powerful tools for the
in implementing the plan supervisors in developing implementation of the
the plan to improve plan
everyone’s understanding
what to be done in
implementation
2.3 Reports are provided in Effective reporting Q OHT 9
accordance with enterprise Exp
requirements
2.4 Financial control systems are Implementing and Exp OHT 10
implemented and monitored monitoring financial
control
2.5 Additional resources Fit in additional Exp HO 8
requirements are assessed and requirements with the
auctioned in accordance with maximisation of resource
enterprise policy productivity objective

0.3 Conduct ongoing evaluation.

3.1 Agreed evaluation methods are Approaches to Dis OHT 11
used to assess effectiveness in performance reviews Exp
the workplace
3.2 Evaluation involves all Types and Steps of Q HO 9
appropriate colleagues Evaluation Exp

3.3 Problems are identified and Solving problems Dis HO 10

adjustments are made Exp
accordingly
3.4 Results of evaluation are Plan and strategy Exp HO 11
incorporated into ongoing evaluation and control
planning and operational
management

Package for Hospitality Training – Develop and implement operational plans 8

Legend:
Brainstorm – B Guest Speaker – GS Project – Pro
Case Study – CS Hand Out – HO Questioning – Q
Demonstration – Dem Multimedia – MM Role Play – RP
Discussion – Dis Overhead Transparency – OHT Research – R
Excursion – Ex Practical Application - PA Simulation – S
Group Work – GW Presentation – Pre Video – V
Explanation - Exp

4.2 How to teach the competency standard

What skills, knowledge and How will I transfer the skills, knowledge and attitude to the trainee or student?
attitude do I want the trainee or
student to have?
Workplace needs and external Trainer to show and explain OHT 1a-b [Workplace needs and external opportunities affect the
opportunities affect the operational plan operational plan and strategy].
and strategy Trainees to take notes.
Trainees to discuss how to develop the plans and strategies based on workplace needs.

Major factors that determine the scope Trainer to show and explain OHT 2 [Major factors that determine the scope and objectives of the
and objectives of the required initiative required initiative].
Trainer to give the handout to trainees Handout 1 [Major factors that determine the scope and objectives
of the required initiative].

Identifying and analysing internal and Trainers to ask trainees what are the components of internal and external environment.
external environment Trainer to show and explain OHT 3 [Identifying and analysing internal and external environment].
Trainer to give the handout to trainees Handout 2a-c [Identifying and analysing internal and external
environment].

The importance of information, opinion Trainer to ask trainees about the importance of information and where to get the information
and perception from colleagues Trainer to show and explain OHT 4 [The importance of information, opinion and perception from
Selecting appropriate sources of colleagues].

Package for Hospitality Training – Develop and implement operational plans 9

 What skills, knowledge and How will I transfer the skills, knowledge and attitude to the trainee or student?
attitude do I want the trainee or
student to have?
information Trainer to show and explain OHT 5 [Selecting appropriate sources of information].
Trainees to take notes.

Developing resources strategies Trainer to ask trainees the important resources in the industry
Trainer to discuss with trainees how to develop resources strategies, and to show and explain OHT 6
[Developing resources strategies].
Trainer to give the handout to trainees Handout 3 [Developing resources strategies]

Developing administrative frameworks Trainer to show and explain OHT 7 [Developing administrative framework and system].
and systems Trainees to take notes.
Priorities, responsibilities and timing as Trainer to show and explain OHT 8 [Priorities, responsibilities and timing as major issues in planning
major issues in planning operational operational].
Trainees to take notes.

Developing evaluation systems Trainees to brainstorm how to develop an evaluation system.

Trainer to show and explain Handout 4 [Developing evaluation systems].
Trainees to take notes.

Developing communication strategy Trainees to brainstorm types of messages to be communicated and the media to be used.
Trainer to give Handout 5 [Developing communication strategy].
Trainees to take notes.

Implementing and controlling identified Trainer to give Handout 6 [Implementing and controlling identified actions].
actions Trainees to take notes.

Plan development and implementation is Trainer to give Handout 7 [Concise policies as powerful tools for the implementation of the plan].
an integrated endeavour Trainees to take notes.

Effective reporting Trainer to ask trainees the requirement of a good report.

Trainer to show and explain OHT 9 [Effective reporting].
Trainees to take notes and practise producing a report.

Package for Hospitality Training – Develop and implement operational plans 10

 What skills, knowledge and How will I transfer the skills, knowledge and attitude to the trainee or student?
attitude do I want the trainee or
student to have?
Implementing and monitoring financial Trainer to show and explain OHT 10 [Implementing and monitoring financial control].
control Trainees to take notes.

Fit in additional requirements with the Trainer to show and explain Handout 8 [Fit in additional requirements with the maximisation of resource
maximization of resource productivity productivity objective].
objective Trainees to take notes.

Approaches to performance reviews Trainer to discuss with trainees why evaluation is important and what kind of evaluation methods can be
used.
Trainer to show and explain OHT 11 [Approaches to performance reviews].
Trainees to take notes.

Types and steps of evaluation Trainer to ask trainees types of evaluation and steps in evaluation.
Trainer to show and explain Handout 9 [Types and steps of evaluation].
Trainees to take notes.
Trainer to conduct a question and answer session.

Solving problems Trainer to discuss with trainees how to identify and solve problems.
Trainer to show and explain Handout 10 [Solving problems].
Trainees to take notes.
Trainer could provide a role-play situation.

Plan and strategy evaluation and control Trainer to give and discuss Handout 11 [Plan and strategy evaluation and control].
Trainees to take notes.

Package for Hospitality Training – Develop and implement operational plans 11

4.3 Support materials
(Overhead transparencies/
Handouts)
 OHT 1a

Workplace needs and external

opportunities affect the operational
plan and strategy

1. Workplace needs
a. to commit to company’s mission, vision and
philosophy
b. to accomplish the corporate direction and goals
c. to fit with the workplace situation and
requirements:
 financial resources
 customer profiles and market
 supplier relationship changes
 labour market
 commitment to quality
 staff expertise.
2. External needs
a. improve economic condition
b. rising demand for hospitality services
c. changing environment conducive to finding new
ideas
d. better educated population.

Package for Hospitality Training – Develop and implement operational plans 12

 OHT 1b

Workplace needs and external

opportunities affect the operational
plan and strategy (cont’d)

3. Company marketing opportunities

a. opportunities are marketplace situations that can
make the enterprise’s products more
acceptable/desirable
b. companies should pursue only the opportunity that
fits their objectives and resources
c. major business-level objectives are:
 sales
 profit
 customer goodwill.
d. two general types of opportunities:
 the opportunity to create something new
 the opportunity to improve existing products,
for example, by adding attractive and useful
features, or by offering products at lower
prices.

Package for Hospitality Training – Develop and implement operational plans 13

 OHT 2

Major factors that determine the scope

and objectives of the required initiative

Major factors that determine the scope and

objectives of the initiative to develop operational
plans and strategies:

 company overall goals

 staff and customer feedback

 workplace operations.

Package for Hospitality Training – Develop and implement operational plans 14

 HO 1

Major factors that determine the scope

and objectives of the required initiative

1. Company overall goals

Operation plans and strategies should confirm to overall, long-
range objectives of the company:

 survival  risk avoidance

 growth  financial stability

 profitability  return on capital

 market share  market employed value.

2. Staff and customer feedback

Operational plans and strategies are implemented. Successful
implementation requires that the plans and strategies should
match the needs of the employees for growth and career
opportunities.

The company should also recognise their responsibilities to

their customers. A customer oriented company focuses the
development/evolution of customer needs, so that it can
decide what customer groups and what emerging needs are
the most important to serve, given the company’s overall
objectives and resources.

3. Workplace operations
Components in the operational environment that can
immediately influence the progress toward attaining business
objectives must be constantly and systematically monitored.
The components include production, service quality, storage,
physical resources allocation, skills, workloads and facilities.

Package for Hospitality Training – Develop and implement operational plans 15

 OHT 3

Identifying and analysing internal and

external environment

1. Internal environment:
 competitors
 creditors
 customers
 labours
 suppliers.

2. External environment:
 remote environment:
- economic
- social
- politic
- technology
 industry environment:
- entry barriers
- supplier power
- buyer power
- substitute availability

Package for Hospitality Training – Develop and implement operational plans 16

 - competition.
HO 2a

Identifying and analysing internal and

external environment
1. Internal environment:

 Competitors:

- what will be our competitors’ priorities and ability to change?

- is the behaviour of our competitors predictable?

 Creditors:

- what lines of credit are available to help finance our growth?

- are creditors likely to feel comfortable with our strategic plan

and performance?

- what flexibility would our creditors show towards us during a

downturn?

 Customers:

- what will our customers regard as needed value?

- is marketing research done to discover what the customer

wants?

- which customer needs are not being met by existing

products? why?

- what marketing and distribution channels should we use?

 Labour:

- are potential employees with desired skills and abilities

available in the geographic areas in which our facilities are
located?

- are workers whose skills we need shifting toward or away

from the geographic location of our facilities?

 Suppliers:

- will sources of supply, especially energy, be reliable?

Package for Hospitality Training – Develop and implement operational plans 17

 - which suppliers can be expected to respond to emergency
request?

HO 2b

Identifying and analysing internal and

external environment (cont’d)

2. External environment:

a. Remote environment:

 Economic:

- What changes in economic growth, inflation, interest

rates, capital availability, credit available and consumer
purchasing power can be expected?

 Social:

- What effects will changes in social values and attitudes

regarding childbearing, marriage, lifestyle, work, ethics,
sex roles, racial equality, education, retirement, pollution
and energy have on the firm’s development?

 Politics:

- What changes in government policy can be expected

with regard to industry cooperation, antitrust activities,
foreign trade, taxation, depreciation, environmental
protection, deregulation, defence, foreign trade barriers
and other important parameters.

- What is the level of political risk in each foreign market?

 Technology:

- What is the current state of art?

- What future impact can be expected from technological

breakthroughs in related product areas?

b. Industry environment:

 Entry barriers:

Package for Hospitality Training – Develop and implement operational plans 18

 - Will new technologies or market demands enable
competitor to minimize the impact of traditional
economies of scale in the industry?

Package for Hospitality Training – Develop and implement operational plans 19

 HO 2c

Identifying and analysing Internal and

external environment (cont’d)

- Will conditions change so that all competitors have equal

access to marketing channels?

 Supplier power:
- How stable are the size and composition of our supplier
group?

- How dependent will our suppliers be in the future?

- Could we become our own supplier?

 Buyer power:
- How would our buyer react to attempts by us to
differentiate our products?

- How can we make the value of our components greater

in the products of our buyers?

 Substitute availability:
- Are new substitutes likely?

- Will they be price competitive?

- What action could we take to reduce the potential for

having alternative products seen as legitimate
substitutes?

 Competitive rivalry:
- Are major competitors likely to undo the established
balance of power in our industry?

- Is growth in our industry slowing such that competition

will become fiercer?

- How unique are the objectives and strategies of our

major competitors?

Package for Hospitality Training – Develop and implement operational plans 20

 OHT 4

The importance of information, opinion

and perception from colleagues

The fundamental function of communication is to

link people together in organisations in order to
achieve a common purpose.

Adequate information is the most important factor

for sound decisions in planning.

To ensure greater variety of input, and that

everything in the environment is considered,
information from various sources, especially from
colleagues, is needed.

Package for Hospitality Training – Develop and implement operational plans 21

 OHT 5

Selecting appropriate sources of

information

Information is derived from many sources, such as:

 Personal sources:
- other members of the organisation
- customers
- suppliers
- distributors
- other professional and business sources.

 Impersonal sources:
- trade journals
- newspapers
- trade associations and their publications
- industry-related information
- professional journals
- newsletters
- consultants
- on-line databases
- research organisations.

Package for Hospitality Training – Develop and implement operational plans 22

 OHT 6

Developing resource strategies

Three important resources vital in an industry:

 Suppliers of raw materials

E.g. utilities, food purveyors.

 Suppliers of capital
E.g. real-estate investment trusts, insurance
companies, pension funds, individual investors,
banks.

 Human resources.
E.g. consultants, engineers, managers, nurse,
accounting firm, chef.

Package for Hospitality Training – Develop and implement operational plans 23

 HO 3

Developing resources strategies

Analysing the resources:

 Suppliers of raw materials:
- Are the suppliers’ prices competitive?
- Are the suppliers’ abilities, reputations and
services competitive?
- Do they offer attractive quantity discounts?

 Suppliers of capital:
- Are the creditors’ loans terms compatible with the
firm’s profitability objectives?
- Are the creditors’ able to extend the necessary
line of credit?
- Do the creditors fairly value and willingly accept
the firm’s stock as collateral?

 Human resources:
- A firm’s access to needed personnel is affected
primarily by three factors:
- The firm’s reputation as an employer
- Local employment rates
- The ready availability of people with the necessary
skills.
Package for Hospitality Training – Develop and implement operational plans 24
 OHT 7

Developing administrative frameworks

and system

Administrative functions of the planning:

1. Coordinates, schedules, monitors, and provides

liaison for all functional level contributions to

company planning.

2. Formats, edits, unify, and distribute reports and

displays.

Package for Hospitality Training – Develop and implement operational plans 25

 OHT 8

Priorities, responsibilities and timing

as major issues in planning operational

1. Priorities

A very important phase of the planning process is detection of

preferences. Priorities should be established about where to
begin, which problems should be addressed first. Certainty
regarding preferences/priorities gives basis for discretionary
decision-making.

Timing considerations often necessitate initiating or

completing one activity before another is started.

2. Responsibilities

Decisions should be made about who are involved and

responsible in both the formulation and the implementation
phases, and how they should interact. A summary of
responsibilities should be made. Clear assignments ensure
the coordination between functional areas.

3. Timing

Timing is another major issue associated with integrating a

plan and strategy throughout the firm. Time is a means of
measuring activities and is used as a parameter to coordinate
various different activities. A good strategy may be disastrous
if it is undertaken at the wrong time.

Once priorities, responsibilities and time frame have been

decided, they should be clearly formulated and communicated
throughout all functional areas in the enterprise.

The planning horizon can be as short as a few months, such

as for revising its advertising and pricing strategies, or as long
as a couple of years if the decision concerns building new
meeting facilities.

Package for Hospitality Training – Develop and implement operational plans 26

 HO 4

Developing evaluation systems

Purpose of evaluation and control:

 to verify the degree to which implemented strategies
are fulfilling the intended mission of the organisation
 evaluation and control provide information that becomes
part of the basis of strategic planning for the next
planning period.
Three levels of control in an organisation:
1. Strategic
Keep track of and evaluates corporate strategy, and is
usually monitored by the top management of a firm.
2. Management
A mechanism that is established to evaluate the
outcome of business strategy.
3. Operational
Used to provide evaluation of a functional strategy as
pursued by operating personnel. The concern here is
the allocation and the effective use of firm resources.
Prepare the evaluation process:
 list the performance categories
 set a performance rating method
 fix the time for performance review.

Package for Hospitality Training – Develop and implement operational plans 27

 HO 5

Developing communication strategy

 The activity of a group would be impossible without

good communication, because without it, coordination
could not be effected.
 There can be several roadblocks to effective
communication:
- the status barrier
- the psychological barrier
- people pass judgement in haste or they seem
unapproachable.
 To keep information flowing smoothly the following
should be considered:
- It should be pertinent
Information is relevant to the problem.
Irrelevancies are costly and time consuming.
- It should be accuracy
- It should be timely
Timely information is information that is available
when needed.
- It should be usable
Information presented in language, which is
clearly understood, with no unnecessary
complications or technicalities.

Package for Hospitality Training – Develop and implement operational plans 28

 HO 6

Implementing and controlling identified

actions

Four steps to action control:

1. set standards of performance
2. measure actual performance
3. identify deviations from standards set
4. initiate corrective actions.

A useful ways to effect operational control is to focus on

the three types of operational control systems:
5. Budget
A resource allocation plan that facilitates control.
6. Scheduling
A mechanism with which to plan for, monitor and
control the allocation of time-constrained resources
and the sequence of interdependent activities.
7. Key success factors:
- improved productivity
- high employee morale
- improve service/product quality
- growth in market share.

Package for Hospitality Training – Develop and implement operational plans 29

 HO 7

Concise policies as powerful tools for

the implementation of the plan

To facilitate the implementation of the plan requires

discussion and negotiations with colleagues as
regarding concise policies, which are needed to
guide operational decisions.

Example of policies:
 how many suppliers are needed? And should
they be selected.
 what are the key foci for control efforts (quality,
labour cost, product use, etc.)?
 which products are emphasised and contribute
most to profitability?
 what are the key channels of distribution?
 which media would be most consistent with the
marketing strategy?

The policies should be communicated to all people

who implement the plan and strategy.

Package for Hospitality Training – Develop and implement operational plans 30

 OHT 9

Effective reporting

Fundamentals of responsibility-performance
reports:

 reports should fit the needs of the user

 reports should be prompt and timely

 reports should be issued regularly

 reports should be easy to understand

 reports should convey sufficient detail but

should not be excessive

 reports should be analytical

 reports should be in accordance with the

organisation requirements.

Package for Hospitality Training – Develop and implement operational plans 31

 OHT 10

Implementing and monitoring

financial control

Examine all of the functions of the firm’s operation

and determine those that require financial control.

Determine appropriate methods of financial control

for each function.

Financial control may be documented and reviewed

by using flowcharts, diagramming the flow of
documents, and internal control questionnaires.

Report the performance figures to the next level of

management.

Package for Hospitality Training – Develop and implement operational plans 32

 HO 8

Fit in additional requirements with the

maximisation of resource productivity
objective

The most effective use of company resources

can be achieved by:

 developing appropriate methods for establishing

priorities among alternative resource needs.
 establishing performance standards against
which the allocation and use of resources are
evaluated.
 integrating different functional areas to create
the maximum return for the investment of the
resources.
 matching resource requirements to the changing
market needs (changing customer profile and
taste, types of products to offer, in what market
to sell the products) within the resource
constraint.
 auctioning additional resource requirements in
according with the company policy.

Package for Hospitality Training – Develop and implement operational plans 33

 OHT 11

Approaches to performance reviews

Prepare for the evaluation:

8. list performance categories on which each
worker is to be rated
9. develop evaluation forms defining
performance categories in measurable terms by
using performance standards.

Prepare workers for the performance evaluation

program:
10. develop procedures for incorporating
employee participation
11. determine the frequency of performance
reviews
12. inform employees about the performance
review program
13. use of effective interview procedures.

Package for Hospitality Training – Develop and implement operational plans 34

 HO 9

Types and steps of evaluation

Types of evaluation:
14. Planning premise evaluation
To check whether the premises (assumptions/ predictions
on which the operational plan is based) are still valid.
15. Implementation evaluation
To assess whether the overall plan should be changed in
the light of the results of the implementation.
16. Strategic surveillance
To monitor a broad range of events outside the
organisation that may affect the course of its operational
plan.
Steps of evaluation:

 Prepare for the evaluating:

- list categories on which performance is to be rated
- create feedback mechanism
- develop evaluation forms defining performance
categories in measurable/ observable terms by using
performance standards
- prepare people for the evaluation.

 Arrange regular meetings with key colleagues to monitor

performance, evaluate deviations and assess whether the
plan should be revised

 Encourage employees to participate in the evaluation

program.
Package for Hospitality Training – Develop and implement operational plans 35
 HO 10

Solving problems

When the plan is not working, the performance criteria are

not achieved or no improvement is made; it’s necessary to
determine the problem. Ask questions, such as:
 are there changes in the environment?
 is there a lack of resource commitment?
 is the plan impossible to implement?
Then conduct the situation analysis:
 environment analysis
 market analysis
 operational system analysis
 financial management analysis.
On completion of analysis make any necessary
adjustment to establish new objectives and strategies,
regarding:
- product design
- target market(s)
- growth
- profitability
- market share
- etc.

Package for Hospitality Training – Develop and implement operational plans 36

 HO 11

Plan and strategy evaluation

and control

Operational control provides mechanisms to

evaluate the functional strategy as pursued by
operating personnel. The concern is the allocation
and effective use of resources.

Evaluation and control require that performance be

measured and compared with the desired
standards.

The performance standards are associated with the

allocation and use of the company’s.

When necessary, corrective actions or adjustments

are initiated when deviations from standards are
identified.

Evaluation and control provide information that

becomes part of the basis of operational planning
for the next planning period.

Package for Hospitality Training – Develop and implement operational plans 37

Section 5
Assessment
5.1 Workplace assessment issues

5.1.1 Workplace assessment

Assessment is the process of collecting evidence and making judgements on progress

towards satisfying the performance criteria set out in the competency standard. At the
appropriate point, judgement is made as to whether competence has been achieved.
Assessment identifies the achievements of the trainee rather than relating the performance of
the trainee to other trainees.

5.1.2 Competent

Ask yourself the question, “what does an employee really need to be able to do?” The
answer to this question will tell you what we mean by the word “competent”. To be competent
in a work related skill implies that the person is able to:
 perform at an acceptable level of skill
 organise the required tasks
 respond and react appropriately when things go wrong
 fulfil a role in the scheme of things at work
 transfer skills and knowledge to new situations.

When you assess this competency you must take into account all of the above issues to
reflect the real nature of work.

5.1.3 Recognition of current competence

An integrated national assessment principle provides for the recognition of current

competencies regardless of where they have been acquired. Assessment recognises that
individuals can achieve competence in a variety of ways:
 prior qualifications
 informal learning.

Recognition of current competence gathers evidence to assess an individual against

competency standards in order to determine whether they have achieved the required
competence for a job role or for recognition for a formal qualification. The assessment of
recognition of current competence is undertaken by industry certified workplace assessor.

5.1.4 Assessors

In workplace situations, an industry certified assessor would determine whether a worker was
competent to undertake the tasks entailed by this unit of competency. If you are certified to
assess this unit, then you may choose from the methods offered in this guide, or develop your
own to conduct assessment. Assessors must look at the evidence guides in the competency
standards before arriving at the assessment methods to use.

5.2 Underpinning skills and knowledge

5.2.1 Assessment of underpinning skills and knowledge

Evidence should include a demonstrated ability to correctly explain and apply principles and
practices in the hospitality industry.

Package for Hospitality Training – Develop and implement operational plans 37

You must now assess your trainees or students’ underpinning skills and knowledge. This
section must be completed before you go on to the next section. Underpinning skills and
knowledge for competency standard are:
 planning techniques
 problem solving and decision making in specific relationship to development and
implementation of operational plans
 research skills in relation to broad range of information from multiple sources and
related to broad range of issues.

Should your trainees or students not have the underpinning skills and knowledge required,
you must ensure that you deliver this material before you progress to the next section.

This training may be delivered through a variety of activities including:

 theory/practical session
 workplace observation
 workplace training
 questioning – oral/written
 role play
 project work/case study.

5.2.2 Examples of assessment tasks

Use these tasks to determine if your trainees have the necessary underpinning skills and
knowledge. The table below can be used to record the result of each student and what further
training is needed.

Assessment tasks Yes No Further training

needed

What is the role of the evaluation process in the

planning cycle and what are the key features of
any evaluation?

What type of external information might you need

to seek when planning for the introduction of a
new computer system to the workplace?

5.3 Suggested assessment for Develop and

implement operational plans
The following pages list some of the methods that can be used to assess this competency.
The proposed assessments have been designed to address each element, performance
criteria and underpinning skills and knowledge for the competency.

Results of a successful
assessment should indicate
Package for Hospitality Training – Develop and implement operational plans 38
sufficient and relevant
knowledge and understanding to
be able to infer competence.
Therefore the trainee is assessed
as either competent /
competence to be achieved.
Examples of assessment results
sheets are included in Appendix
1 and 2.

Package for Hospitality Training – Develop and implement operational plans 39

 Evidence gathering methods

Assessment of practical demonstration in the workplace may include observation of the trainee:
 consulting with colleagues on operational and planing issues.

Third party/documentary evidence may include:

 peer or supervisor report (written or oral)
 details of previous training, work experience
 customer report (written or oral)
 copies of plans developed by the candidate
 details of plans implemented by the candidate.

Oral question or some form of written assessment/project would be useful to determine underpinning knowledge such as:
 planning techniques
 problem solving and decision making
 internal and external environments
 research techniques and skills in relation to a broad range of information from multiple sources and on multiple issues.

In off-the-job assessment, simulated activities could be used to allow the trainee to provide evidence of skills through practical
demonstration:
 development and implementation of a plan to address a specific project (e.g. running an event, a team marketing project)
 development of ongoing administrative and evaluation mechanisms for a specified plan.

Package for Hospitality Training – Develop and implement operational plans 40

 Sample methods On-the-Job Off-the-Job

1 You are the team leader of a group organising a charity event in several months time. Develop and implement
a written plan in consultation with your team to control the project. Your plan should address administration,  
resources, and marketing issues. Evaluation mechanisms must also be included. This example can also be
used to assess units ITHHGGA04AEM Prepare business documents, ITHHGGA09AEM Manage projects
and ITHTPPD11AEM Develop and implement meeting/event management systems and procedures.
Incorporation of other activities such as the conduct of regular planning meetings would also allow
assessment of units such a ITHHGGA05AEM Plan and manage meetings and ITHHGLE08AEM Lead and
manage people. Note that this activity also link to the activity in the tool for ITHHGLE01AEM Monitor work
operations.

2 You are the manager of an information centre that also operates as a retail travel agency specialising in
domestic travel, and a local tour-booking centre. The centre is bombarded with information from local  
operators and domestic principals and there is a regular stream of sales people arriving on your door. Often
information is not shared between staff members and there are no systems to control information in the
office. There is also a need for a planned approach to staff training, as product knowledge is not as high as it
should be. Develop a plan to address all these issues. Highlight the key factors that you would need to take
into consideration in the implementation of the plan and how would you monitor the plan’s success. This
example can also be used to assess unit ITHHGGA08AEM Plan and establish system and procedures.

Package for Hospitality Training – Develop and implement operational plans 41

 Questions On-the-Job Off-the-Job

Questioning should focus on:

1 Technique and processes

 Describe the process for developing a plan to address a given situation. 

2 Organisation and planning

 Explain the importance of an action plan in all operational plans. 

 What information should be included in an action plan, and how would you monitor its implementations?

3 Communication with others

 What are three reasons to maximise consultation of the development of any plan in the workplace, and how 
could these be overcome?

4 Problem solving

 What are three common problems associated with the implementation of any plan in the workplace, and how 
could these be overcome?

5 Health and safety


 What health and safety information might you need to research when developing plans to introduce new
working practices into your workplace?

Package for Hospitality Training – Develop and implement operational plans 42

Appendices
 Appendix 1

Competency assessment result

Unit code: ITHHGLE03AEA Title: Develop and implement
operational plans

Trainee or student name:

Assessor name:

The Trainee was assessed as: Competent 

Competency to be achieved 
Feedback to trainee

Signatures

The trainee has been informed of the Signature of assessor:

assessment result and the reasons
for the decision

Date:

I have been informed of the Signature of trainee:

assessment result and the reasons
for the decision

Date:

Package for Hospitality Training – Develop and implement operational plans Appendix 1 - Page 1
 Appendix 2

Group trainee or student assessment record

Unit code: ITHHGLE03AEA Title: Develop and implement
operational plans

Group:

Assessor name:

Trainee name Competent Competency

to be
achieved

Package for Hospitality Training – Develop and implement operational plans Appendix 2 - Page 1
 Appendix 3

List of overheads and handouts

Overhead Handout Title

number number
(OHT) (HO)
1a-b Workplace needs and external
opportunities affect the operational
plan and strategy
2 1 Major factors that determine the
scope and objectives of the required
initiative
3 2a-c Identifying and analysing internal and
external environment
4 The importance of information,
opinion and perception from
colleagues
5 Selecting appropriate sources of
information
6 3 Developing resources strategies
7 Developing administrative framework
and system
8 Priorities, responsibilities and timing
as major issues in planning
operational
4 Developing evaluation systems
5 Developing communication strategy
6 Implementing and controlling
identified actions
7 Concise policies as powerful tools for
the implementation of the plan
9 Effective reporting
10 Implementing and monitoring
financial control
8 Fit in additional requirements with the
maximisation of resource productivity
objective
11 Approaches to performance reviews
9 Types and steps of evaluation
10 Solving problems
11 Plan and strategy evaluation and

Package for Hospitality Training – Develop and implement operational plans Appendix 3 – Page 1
 Appendix 3

Overhead Handout Title

number number
(OHT) (HO)
control

Package for Hospitality Training – Develop and implement operational plans Appendix 3 – Page 2
 Appendix 4

Trainee or student evaluation sheet

Unit code: ITHHGLE03AEA Title: Develop and implement

operational plans

The following statements are about the competency Agree Don’t Disagree Doesn’t
you have just completed. Please tick the appropriate know apply
box.
1. There was too much in this competency to
cover without rushing.    
2. Most of the competency seemed relevant to me.
   
3. The competency was at the right level for me.
   
4. I got enough help from my trainer or teacher.
   
5. The amount of activities was sufficient.
   
6. The competency allowed me to use my own
initiative.    
7. My training was well organised.
   
8. My trainer or teacher had time to answer my
questions.    
9. I understood how I was going to be assessed.
   
10. I was given enough time to practice.
   
11. My trainer or teacher feedback was useful.
   
12. Enough equipment was available and it worked
well.    
13. The activities were too hard for me.
   
The best things about this unit were

The worst things about this unit were

The things you should change in this unit are

Package for Hospitality Training – Develop and implement operational plans Appendix 4 - Page 1
 Appendix 5

Hotel and Restaurant Materials

Amendment List

Unit code: ITHHGLE03AEM

Unit title: Develop and implement operational plans

Example:

No Amendment Version Page Line Amender Date

number number number initials completed

1. Replace ‘garish’ into ‘garnishes’ A 34 5 WW 12 Mar. 02

No Amendment Version Page Line Amender Date

number number number initials completed

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

13.

14.

15.

Package for Hospitality Training – Develop and implement operational plans Appendix 5 – Page 1