MODULE II PART 2.pdf

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COURSE CODE: HE211 | Cookery (Workplace Hygiene and Safety)
MODULE II
Workplace Hygiene
and Safety
PART 2

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2.7 Maintain and Secure Workplace, Health, Safety, and Security Responsibility.
Identify workplace health, safety and security responsibilities
 Describe the legislated rights and obligations of employers
Health, safety and security
Ensuring the health, safety and security of all people in a hospitality and
tourism organization is the single most important concern of all managers. Whilst
it is important that a business makes a profit, at the end of the day, it is only money.
There is no quicker way to lose the confidence and patronage of people, than
by placing people at harm.
A sad yet alarming fact is that 75% of workplace accidents and injuries are
inevitable.
By having sound health, safety and security practices in place, the pain,
frustration and costs associated with injuries can be reduced, to the benefit of all
people.
People ‘does not just relate to ‘paying customers ‘of our organization, it also
includes:
 Owners and managers
 Staff
 Suppliers
 External community.
 This manual looks at how to ensure the health, safety and security of all
people through:
 Establishing management commitment
 Consultation with external experts
 Identifying rights, obligations and responsibilities
 Implementing policies and procedures
 Ensuring suitable safety and security resources
 Training staff
 Identifying all potential risks and hazards
 Assessing risks and hazards
 Controlling risk and hazards.
Before we explore how to ensure all patrons are able to enjoy a hospitality
organization in a safe and secure manner, it is important to understand the
following key phrases:

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Health – the physical and mental state of a person with freedom from disease or
ailment
Safety – being free from the occurrence or risk of injury, danger or loss
Security – something that secures or makes safe with freedom from risk.
In summary health, safety and security aims to protect the physical safety and
security of the business (profit, reputation, and liability), assets, staff, guests and
the public from injuries or illness, or loss of property, that may occur as a result of
a breakdown in workplace actions.
We are all responsible for safety and security in the work place.
This includes:
 Management
 Our selves
 Fellow employees
 Customers
 The public.
Legislation
Whilst there is a moral obligation for all managers to ensure the safety and
security of all those who come into contact with the organization, there are a
number of laws that will identify the responsibilities and actions required by
employers and employees of a hospitality organization.
Each country will have their own laws in relation to health, safety and
security. There will be a number of laws relating to different aspects of this
important field. ‘Occupational Health and Safety Act’ The main piece of
legislation that covers health, safety and security will be an ‘Occupational
Health and Safety Act‘. This will be referred to as The Act ‘in this manual.
As the name suggests, it covers workplace health and safety. Whilst the
name and content of the Act will vary between countries, the general meaning
and aim will remain constant.

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Objectives of the Act
The Act normally gives an overview of duties and/or rights to all
those who have health and safety responsibilities or roles, including
employers, those who manage or control workplaces, employees, health
and safety representatives, suppliers, designers and manufacturers.
The Act is designed to provide a broad framework for improving
standards of workplace health and safety to reduce work-related injury
and illness. It allows duty-holders to determine their approach to
achieving compliance with the Act.
The Act aims to:
 Secure the health, safety and welfare of employees and other
people at work
 Protect the public from the health and safety risks of business
activities
 Eliminate workplace risks at the source
 Involve employers, employees and the organizations that represent
them in the formulation and implementation of health, safety and
welfare standards.
 Throughout the Act, the meaning of health includes psychological
health as well as physical health.
Principles of health and safety protection
The following health and safety principles should be applied in the
administration of the Act:
o All people are given the highest level of health and safety protection
that is reasonably
o practicable
o Those who manage or control activities that give rise, or may give
rise, to risks to health or safety are responsible for eliminating or
reducing health and safety risks, so far as is reasonably practicable
o Employers and self-employed people should be proactive and take
reasonably practicable measures to ensure health and safety in their
business activities
o Employers and employees should exchange information about risks
to health or safety and measures that can be taken to eliminate or
reduce those risks

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o Employees are entitled, and should be encouraged, to be
represented on health and safety issues.
Who is covered by the Act?
All workers are provided with protection by this Act. This includes employers,
employees, contractors, sub-contractors and outworkers. The Act also provides
protection for the general public so that their health and safety is not placed at
risk by work activities.
General OHS obligations and duties
Following are general obligations, duties and responsibilities as identified in
the Act. This will include obligations of all persons associated with a business.
As mentioned, these may vary from country to country however are
important to discuss.
Concept of ensuring health and safety
The Act imposes general OHS duties on employers, the self-employed,
employees, designers, manufacturers, suppliers and others.
These general OHS duties require a person, in most instances; to ensure health
and safety as far as is reasonably practicable. This requires the person:
 To eliminate risks to health and safety so far as is reasonably practicable
 If it is not reasonably practicable to eliminate risks to health and safety, to
reduce those risks so far as is reasonably practicable.
Reasonably practicable
The word as far as is reasonably practicable ‘are words of limitation.
What is ‘reasonably practicable ‘in a given situation is to be determined
objectively. The duty-holder must do what a reasonable person would do in the
particular circumstances by putting in place ‘reasonably practicable’ measures.
In determining what is ‘reasonably practicable‘, account must be taken of:
 The likelihood of a hazard or risk occurring (i.e. the probability of a person
being exposed to harm)
 The degree of harm that would result if the hazard or risk occurred (i.e. the
potential seriousness of injury or harm)

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 What the person concerned knows, or ought reasonably to know, about
the hazard or risk and any ways of eliminating or reducing that hazard or
risk
 The availability and suitability of ways to eliminate or reduce the hazard or
risk
 The cost of eliminating or reducing the hazard or risk.
The term ‘reasonably practicable ‘in the Act has the same practical effect on
how duties are to be met as the term ‘practicable‘ had in the old Act.
Employer rights obligations and responsibilities
OHS legislation outlines responsibilities that must be adhered to by all parties
Employer responsibilities may include.
 Providing safety training and clear safety rules
 Encouraging a Health and Safety Committee – the aim of the committee
is to identify areas in the workplace where changes should be made so as
to create a safer working environment. This may include upgrading
equipment, equipment training and safety matters.
 Maintaining an injury register - so that accidents are logged for insurance
and monitoring purposes.
 Adhering to all workplace agreements
 Providing information and written instructions in all appropriate languages
 Providing all necessary safety equipment to perform the required work -
this may include gloves, masks, ear protectors, goggles, protective
clothing and footwear
 Maintaining a safe workplace for their employees and monitoring health
and safety issues
 Equipment and machinery must be maintained and must conform to
safety standards
 Providing well-lit and ventilated places to work
 First aid must be provided to all employees when and where necessary.
This covers employees when they are coming to and from work, provided
the accident is not self-inflicted or of a malicious or wilful nature.

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Extent of responsibilities
The OHS responsibilities extend a ‘duty of care ‘to all employers,
employees and all customers of the establishment.
Duty of care ‘means employers have a legal responsibility, in addition to
the responsibility and obligations imposed by legislation, to provide a
reasonable standard of care in relation to actions (such as work practices) that
could foreseeably cause harm to people.
The employer must therefore:
 Ensure the health, safety and welfare of all customers, delivery drivers,
suppliers and visitors to the venue
 Provide safe access to the venue
 Provide information, training and supervision when and where required.
Reference:https://www.asean.org/wpcontent/uploads/images/2013/economic/matm/Toolboxes
%20for%20Six%20Tourism%20Labour%20Divisions/Common%20Competencies%20(as%20of%20Feb
ruary%202013)/Establish%20and%20maintain%20a%20safe%20and%20secure%20workplace/TM_E
st_&_maintain_a_safe_&_secure_workplace_310812.pdf

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2.8 Greet customers, non-verbal communication, and sensitivity to cultural and
social differences.
Value customers and colleagues from different cultural groups and treat them
with respect and sensitivity.
The diversity of customers and colleagues

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Valuing customers and colleagues

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Respect and sensitivity

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Different cultural groups

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Learning about different cultural requirements

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Take into consideration cultural differences in all verbal and non-verbal
communication
Cultural differences

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Non-verbal Communication

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2.9 How to deliver services to the customers, and its enterprise procedure.
A widely quoted statistic gets to the heart of the value proposition behind
customer service: The cost of acquiring a new customer is five times that of
retaining an existing one. For businesses that succeed by forming a bond with the
customer, the disparity is surely even greater.
Good customer service is essentially a variation on the golden rule: You
want to meet the same expectations you would have if you were the customer.
"The basic things will never change," says Tony Maggiotto, an adviser at the
Buffalo State College Small Business Development Center in New York. "If people
believe that they're being remembered and are known to the business that will
have a positive impact on their disposition toward your business."
Providing good customer service is often a matter of common sense, but
that doesn't mean it comes naturally to all business owners. For some, in fact, it
means behaving differently than they do in other business situations, says Richard
Proffer, a counselor at a University of Missouri Small Business & Technology
Development Center. If you are used to fighting about every detail of a business
deal, say, you may have to adjust your attitude. Ditto if you feel that selling is a
zero-sum game; to win customers, you will sometimes have to make them feel
they have won, too. The pages that follow are a guide to providing excellent
customer service.
Caring for Customers
1. Great Customer Service Begins with You
simply put, the most inspiring leadership is by example. If you show indifference to
your customers, your employees will mimic it. If you are enthusiastic and
courteous, your troops are more likely to be so as well.
2. A Culture of Customer Service Must Be Codified
Start by hanging on the wall a set of core values, 10 or fewer principles that
include customer service ideals, suggests Susan McCartney, Maggiotto's
colleague at the Buffalo SBDC. "Share them during the training, have employees
sign them, and evaluate employees based on the values," she says. "But don't call
them rules."

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Employee training on customer service precepts should be intensive: written
materials, verbal instruction, mentors, and on-the-job demonstrations all ought to
be part of the coursework, says McCartney.
3. Employees Are Customers, Too
Companies renowned for their customer service -- the online shoe retailer Zappos,
for example -- treat employees as they would have their employees treat their
customers. "Employees take on more responsibility because they know they are
appreciated and an important part of the team," says the University of Missouri's
Proffer. "People who don't feel like they're part of the bigger picture, who feel like
a small cog in a big machine, are not willing to go the extra mile."
Not every business can afford to shower staff with generous pay and benefits, but
not every business has to. Small companies, says McCartney, can show "intense
interest" in employees, in their welfare, their families, and their future -- what
McCartney calls the family model. It's also important to recognize an employee -
- publicly -- for a job well done. Some companies also offer incentives for
exceptional customer service, but if you can't spare the cash, you might throw an
office party or offer another token of appreciation. When he was a manager at
cable provider Tele-Communications Inc., for instance, Proffer personally washed
the cars of notable employees.
4. Emphasize the Long Term
Short-term sales incentives can sometimes undermine long-term customer
satisfaction. Prevent that by building short-term programs atop an ongoing
program that rewards broader improvements, says Paula Godar, brands strategy
director for Maritz, a sales and marketing consulting firm based in St. Louis.
Moreover, winner-take-all incentives "can drive a lot of unhealthy competition
and disengage the rest of the sales force," says Godar. "We've improved sales
performance by much greater percentages when we've improved the
performance of the large group in the middle of the bell curve."

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5. Build Trust
Use your customer's name whenever you can. And sometimes you have to give
to get. In his book The Knack, Inc. columnist Norm Brodsky relates how he won a
sale against long odds by venturing his time and expertise to help a prospect cut
costs. "I was showing him not only that we could help him save money but that
we cared about saving him money," writes Brodsky.
6. Listen
"The best salespeople spend 80 percent of their time listening, not talking," says
Marc Willson, a retail and restaurant consultant for the Virginia SBDC network. Ask
open-ended questions to elicit a customer's needs and wants. "Once they've
identified what they're looking for, use their words throughout the process,"
suggests Proffer. "That way, they've sold it for you."
If the prospect is "just looking," don't press further. But be discreetly nearby.
"Straighten the racks, or dust something," says Willson. "You need to be within
earshot or eyeshot, because every retail sale involves a re-approach."
7. Sometimes it’s the Little Things That Matter
Small gestures that anticipate customers' needs or attend to their comforts -- such
as offering a cold glass of water on a hot day or a children's area with toys -- go
a long way toward winning them over.
8. If You Can't Help a Customer, Point to an Establishment That Can
And saying "You might try Smith's, on Main Street" won't make nearly as strong an
impression as confirming that Smith's has the item in question and giving directions
to Main Street. "This is the ultimate in customer service," says Tom Maydew,
regional director of the SBDC in Pocatello, Idaho. "That customer will be back."
9. Show Your Appreciation
One important element of retaining customers is communication. Willson suggests
a personalized thank-you note after a deal or sale -- "If Nordstrom's can do it,
everybody can do it" -- and even a follow-up phone call a month or so later. In a
retail business, loyalty programs or rewards cards drive repeat business (as well as
help you collect information about what your customers are buying). Many
businesses send out birthday and holiday cards; Proffer prefers marking the
anniversary of a client's or customers first purchase.

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10. Treat Your Best Customers Better
If your company relies on a relatively small number of clients to provide a
disproportionately large share of revenue, it makes sense to devote a
disproportionate amount of time and energy to serving them. (Think of airlines and
the escalating benefits in their frequent-flier programs.)
Some luxury retailers and services practice "clienteling," by which all of the activity
around every customer -- every conversation, every visit, and every transaction -
- is logged with contact management software. Most businesses need not go that
far, but its well worth keeping your best customers informed. You might, for
example, keep track of their preferences and let them know when new
merchandise arrives that they are likely to be interested in. You might also
organize appreciation days just for those clients, or invite them to private pre-sales
in advance of the public.
Resolving Customer Disputes
It's bad enough when a customer is unhappy with your product or service.
But if the attempt to redress the problem is frustrating or fruitless, it makes matters
much worse. A satisfied customer may tell one or two friends about your
company, says Richard Proffer, but "an angry customer might tell a dozen." Some
aggrieved customers can never be placated, but, more often, successful dispute
resolution lies in a business owner's hands.
Solve the problem when it occurs. It's always best when people on the floor
or in the field are the first line of response, say Proffer and Marc Willson. Vest them
with authority to resolve certain types of problems themselves.
Don't greet agitation with agitation. "Our first tendency is to match our tone to
their tone, but you don't want to do that," says Proffer. "If we stay calm, their voice
will start coming down, and they'll begin to relax."

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The Five A's. Proffer says it's helpful to think of resolving a dispute as a five-
step process called the Five A's: Acknowledge the problem. Apologize, even if
you think you're right. Accept responsibility. Adjust the situation with a negotiation
to fix the problem. Assure the customer that you will follow through.
Don't forget salesmanship. The skills and techniques of good selling
discussed earlier are even more valuable in difficult situations. Address customers
by name, and repeat what they've said. "Whether you resolve the issue or not,"
says Willson, "they'll see that you have their best interest in mind."
Reference: https://www.inc.com/magazine/20100901/how-to-deliver-great-customer-service.html
https://www.inc.com/guides/cust_tech/20909.html

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3.0 Handle queries through the use of common business tools and technology
Access and use common business tools
Identify and access business tools required to achieve work outcomes in
accordance enterprise policy and procedures.
Examples of Common Business Tools

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Defining a business tool

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How to Use Technology to Improve Customer Service
There's no denying the fact that customer service is important to a small or mid-sized
business. The quality of that service will either enhance or degrade customer loyalty to your
brand and your business. With the economy in recession, customers have more alternatives than
ever. The business that proves to be responsive to customer questions, complaints, or other needs
can gain a clear competitive advantage. That's why it's so important to understand how new
technologies can help you anticipate customer needs, tailor business processes to best serve
customers, and ultimately improve the efficiency of your business – the latter of which can keep
costs down.
Customer Service Technology

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There are a few major areas in which technology now is able to help
provide key advantages to businesses in engendering customer loyalty by
improving customer service:
 Websites. Providing areas on your website where customers can
answer their own questions or seek answers from others.
 E-mail. Using e-mail as a way to improve customer service and more
quickly respond to certain needs or help requests.
 Communications. Unifying communications so that you know that
the customer who left a voice mail also sent an e-mail with the same
request a few days ago.
 Software. Better managing customer relationships with more
sophisticated data-gathering tools, such as customer relationship
management software.
 Giving Customers What They Want, When They Want It
The goal of your business in terms of its customer interactions is the generate
loyalty. There's no better way to do that than to offer quality products and services
and to be responsive to your customers. But as new technologies have come to
market to make it easier for businesses to provide customer service, they may also
be increasing the number of channels through which you interact with customers
and the complexity of those interactions. Accenture, the technology consulting
firm, suggests that businesses that want to use technology to raise the quality of
their customer service focus on the following:
 Data management and analytics. Using data collected from
customer to analyze their preferences.
 Insight-driven marketing. Gaining insights into your business from
customer data so you can more effectively target marketing.
 Marketing automation. Streamlining and automating business
processes to improve efficiency and keep costs low.
 Self-service optimization. Finding ways for customers to interact with
your business when they want.
 Workforce effectiveness. Encouraging your staff to embrace new
ways improving customer treatment by providing tools and training
to deliver better service.
Reference:
RG Journal Impact Overtime: ISSN 2043-9083
The right to water; politics, governance & social struggles edited by: Farhana Sultara and Alex Loftus
Earthscan: London and Newyork: ISBN:978-1-84971-359-7
https://www.asean.org/wp-
content/uploads/images/2013/economic/matm/Toolboxes%20for%20Six%20Tourism%20Labour%20Divisions
/Common%20Competencies%20(as%20of%20February%202013)/Use%20common%20business%20tools%20a
nd%20technology/TM_Use_common_bus_tools_&_tech_310812.pdf

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