www.wda.gov.sg
REDEFINING SERVICE EXCELLENCE
RV
SE
4
PROFESS
I
KFORCE
OR
CO
M
WHOLE-OF
6
5
3
JOB REDE
PE
T EGOR I E S
SERVICE EXCE
WDA
LLE
NC
E
OM
Y CA
Drive ROI with good customer experiences
L EN CE C
2
Customer
service:
Your brand’s
secret weapon
XCE L
NC
Sentosa engages its people
to deliver WOW!
E
ICE
N FOR TH
SIG
ERVICE W
ES
Service
from
the heart
1
TE
Les Amis is big on service
E CAREE
V IC
No small
feat
MPANY
-CO
ALISE SER
ON
RS
SIA cabin crew
trainers lead the way
EWORK
RAM
F
Y
NC
E
T
PE
OPTION
AD
Role models
for service
excellence
SERVICE
EXCELLENCE
COMPETENCY
FRAMEWORK
For exceptional service standards that last
Acknowledgements
Ms Elaine Ng
Chairman, Service Excellence
Skills & Training Council
Mr Jerry Smith
OgilvyOne Worldwide
Mr Desmond Lim
& Mr Matthew Nonis
Les Amis Group
Your customers
have ever-changing
demands and rising
Expectations.
We can help you
keep ahead.
Dr Marcus Lee
Institute of Service Excellence Singapore
@ Singapore Management University
Professor Bo Edvardsson
Karlstad University
Professor Jochen Wirtz
National University of Singapore
Sentosa Leisure Management
Triumph Singapore
Singapore Airlines
Singapore Workforce
Development Agency
Generic Skills Development Division
Management Team
Dr Hee Soo Yin
Director
Ms Renee Tan
Deputy Director
Service Excellence Team
Ms Peggy Lim
Assistant Director
Ms Angeline Wee
Principal Manager
Ms Rebecca Thaver
Senior Manager
Ms Renee Sequeira
Manager
Ms Karen Tan
Manager
Mr Eugene Chin
Manager
In Good company
project team
Project Lead
Renee Sequeira, Singapore
Workforce Development Agency
Art Direction & Photography
A note from
The Service
excellence
team
Good company makes
all the difference
in any journey.
It is with great pleasure that our Service
Excellence Team at the Singapore Workforce
Development Agency has collected stories of
companies in their journey towards service
excellence. We hope that by sharing these stories,
many more will join this good company and
many more stories will be told of how companies
have sought to make service excellence their key
business strategy.
Splash Productions Pte Ltd
© Copyright 2013,
Singapore Workforce
Development Agency
All rights reserved. This document is
provided for the explicit use and guidance
of parties approved by WDA as an
information resource only. Any other
use of this document or parts thereof,
including reproduction, publication,
distribution, transmission, re-transmission
or public showing, or storage in a
retrieval system in any form, electronic
or otherwise for purposes other than that
expressly stated above without the express
permission of WDA is strictly prohibited.
Welcome to “In Good Company”, our publication
showcasing the esteemed company we have
been keeping since we started our journey in the
service excellence landscape, initially through
our Service Excellence (SV) WSQ Framework,
and now with the revamped Service Excellence
Competency Framework (SV CF).
Service Excellence Team
From our Service Excellence Skills and
Training Council Members, to our iconic brand
partners, our recognition award winners and our
training partners, we would like to thank all for
journeying alongside us through this time. We
have been, and continue to be, very privileged to
have them all with us.
Join us as we strive to make service excellence a
key business differentiator across all industries
and sectors in Singapore. In doing so, we are all,
indeed, in very good company!
Thank you.
For the Service Excellence Team at
Singapore Workforce Development Agency
Dr Hee Soo Yin
Director, Generic Skills Development Division
Forward-thinking business leaders like you know that customer demands will only get higher.
To continue creating customer experiences that lead to customer loyalty and sustainable business
growth, you need to build a service excellence culture – one that takes the lead from you and
guides the mindset and actions of your people at all levels.
Find out how WDA can help you build a holistic, lasting shift in your company’s service mindset
with the Service Excellence Competency Framework.
Call us at 6883 5885 or visit www.wda.gov.sg/serviceexcellence.
Contents
REDEFINING SERVICE EXCELLENCE
Introduction
Leadership
Planning and process
Message
from
Chairman
Role models for
service excellence
No small feat
Les Amis
Singapore Airlines
12
People
14
Customer Experience
Service from
the heart
Customer service:
Your brand’s
secret weapon
Sentosa
by Jerry Smith
4
The good company
Service Excellence
Skills and Training
Council Members
6
16
Information AND resultS
Measure
meaningfully
by Dr Marcus Lee
Service Excellence
Competency Framework
Can we have it all –
service excellence,
productivity and
profitability?
18
service innovation
A perspective on
service innovation
by Professor Bo Edvardsson
by Professor Jochen Wirtz
For exceptional
service standards
that last
9
Service Excellence
WSQ roadmap
A roadmap to
service excellence
24
2
19
20
Training partners
Financial Support
Partnering
for success
Talent worth
supporting
26
27
22
Overview of
Service Excellence
Competency
Framework
29
Service
excellence
is more than
A competitive
advantage.
It’s your
winning edge.
Good service can get your business far.
But in a competitive landscape, it’s a
service excellence culture that will
differentiate your business. Win your
customers’ loyalty. And get you ahead
with sustainable business growth.
Give your business the winning edge:
adopt the Service Excellence Competency
Framework, raise your employees’ service
standards through nationally accredited
WSQ training programmes and strengthen
your company’s service excellence culture.
Call us at 6883 5885 or visit
www.wda.gov.sg/serviceexcellence.
Introduction
Message
from Chairman,
Service Excellence Skills and Training Council
Elaine Ng
Chief Executive Officer,
National Library Board
Introduction
“My fellow Service Excellence Skills and
Training Council (SESTC) members and
I believe that companies will be able to better
meet their present as well as future challenges
if they take a whole-of-company approach to
service excellence and invest in quality training.”
Singapore’s services sector continues to evolve
against the backdrop of a tightening labour
market and rising consumer expectations.
Companies will need to tackle a few key
challenges at hand to position themselves
well for the future.
For one, employers need to understand that
they don’t necessarily need a sizable workforce
in order to deliver excellent service. Rather,
it’s the quality that counts – what they need
are dynamic people with the right skills and
attitudes. The challenge for companies, then,
is to ensure that their staff are well trained,
productive and innovative.
The second key challenge is transforming
people’s perceptions of the services sector in
order to attract the best talents. To do this,
we need to start with service professionals
themselves. If they are imbued with self-belief
and self-respect, they will come to regard great
service as an attainable and worthy goal and
take pride in what they do. Only then will
others look at the industry with respect
and be drawn to it.
Whole-of-company approach
My fellow Service Excellence Skills and
Training Council (SESTC) members and
I believe that companies will be able to
better meet their present as well as future
challenges if they take a whole-of-company
approach to service excellence and invest
in quality training.
I’ll share our experience at the National
Library Board (NLB). Our senior management
works alongside staff across all levels to strive
towards NLB’s service goals. We take great
care to acknowledge our staff’s service efforts,
both big and small. Knowing that we stand by
them wholeheartedly, they have the confidence
to continuously pursue service innovation.
NLB also has a training roadmap for all staff,
from frontline officers to senior management,
that emphasises service excellence and
service delivery.
I believe our whole-of-company approach
has made all the difference. In 2013 NLB’s
compliment-to-complaint ratio was 500 to 1,
a clear indication that we have served our
customers well. Perhaps more significantly,
these numbers also reveal the goodwill NLB
has built with Singaporeans, for they have
taken the effort to share their well-meaning
feedback with us. Many of them also come
forward to lend us a helping hand for our
programmes. All these efforts on the part of
our customers go to show that they value our
libraries and services.
Service Excellence
Competency Framework
NLB’s approach to service excellence is not
atypical of companies in Singapore. Our
services sector has a collective desire to
provide service that is on par with the best
worldwide, and industry players, many of
whom are on the SESTC, know what it takes
and what we should do to be among the best.
In developing the Service Excellence
Competency Framework, the SESTC focused
on enabling the shift from a manpowerintensive service model to one emphasising
service efforts led by productivity and
innovation. Importantly, the framework also
supports companies in driving a whole-ofcompany approach to service excellence and
adopting a customer-centric view to achieve
business goals. It raises the importance of
professionalising service jobs, and recognising
and rewarding service professionals with
nationally recognised competencies and
qualification pathways through the Singapore
Workforce Skills Qualifications (WSQ)
system. New in the framework are the
non-WSQ C-suite courses, aimed at enabling
senior management to take the lead to
promote service excellence and cascade a
service culture across their companies.
At NLB, we are looking forward to adopting
the framework into our training roadmap.
I hope your company will do the same too. If
we equip our service workforce with quality
training that also builds their confidence and
enthuses them about the industry, the future
of our local services sector will be brighter
than ever.
5
The good company
The good company
Leaders of successful
Singapore companies known
for their service excellence
have come on board to
support, endorse and adopt
the Service Excellence
Competency Framework.
As members of the Service
Excellence Skills and
Training Council (SESTC),
they guide the development
and implementation of
the framework, ensuring
that it meets the needs of
Singapore’s services sector.
Ms Candy Chua
Vice-President,
Consumer Operations
Singapore,
SingTel
Mrs Chew
Kwee Tiang
Ms Choy
Sauw Kook
Chief Executive Officer,
Khoo Teck Puat Hospital
Assistant
Chief Executive Officer,
SPRING Singapore
Ms Doy Teo
Ms Elaine Ng
Mr Foo Sek Min
Mr Gilbert Tan
Dr Hee Soo Yin
Prof Jochen Wirtz
Mr John Conceicao
Director,
Triumph International
Chief Executive Officer,
National Library Board
Executive Vice President,
Corporate,
Changi Airport Group
Chief Executive Officer,
Employment and
Employability Institute
Director,
Generic Skills Development Division,
Singapore Workforce
Development Agency
Associate Professor of Marketing
Academic Director,
UCLA-NUS Executive MBA
NUS Business School
Graduate Studies (Executive MBA)
Executive Director,
Capability & Innovation and
Visitor Information & Feedback,
Singapore Tourism Board
Mr Kitson Choong
Ms Lim Suu Kuan
Mr Low Cheong Kee
Dr Marcus Lee
Mr Matthew Nonis
Chief Operations Officer,
McDonald’s Restaurants
Divisional Director,
Guest Experience,
Sentosa Leisure Management
Managing Director,
Home-Fix DIY
Academic Director,
Institute of Service Excellence
@ SMU
Group Training &
Development Manager,
Les Amis Group
6
Ms Patria
Hyndman
Ms Rosina
Howe-Teo
Director,
Talent Management,
DFS Venture Singapore
Chief Innovation Officer
Group Director,
Innovation &
InfoComm Technology,
Land Transport Authority
Ms Sonali Verma
Ms Soh Say Lim
Mr Tan Pee Teck
Mrs Teng Soon Lang
Director,
Customer Experience
Management,
CitiBank Singapore
Assistant Vice President,
Parkway Operating Systems,
Parkway Hospitals Singapore
Senior Vice-President,
Products and Services,
Singapore Airlines
Executive Vice President,
Oversea-Chinese Banking
Corporation Limited
7
Service Excellence Competency Framework
For
exceptional
service
standards
that last
ELLENCE CO
M
XC
EE
1
Y
IC
SE
5
WHOL
NC
RV
CAREERS
IGN
NA
FOR THE
R V I C E WOR
JOB R EDES
L I SE SERV
I
SE
ORCE
PROFESSI
O
SERVICE EXCE
WDA
LL
E
N
CE
RK
MEWO
A
R
YF
C
N
TE
E
P
6
CE
KF
CO
M
www.wda.gov.sg/serviceexcellence
TE
3
CATEGORIES
4
Ready to redefine your company’s service standards?
Shift up your gears. It’s time to revolutionalise your service
delivery with the Service Excellence Competency Framework.
F - C OMPANY
OPT I ON
Gear up for the
service revolution
-O
AD
E
PE
2
Set your company’s service excellence
culture in motion.With the Service
Excellence Competency Framework, a
holistic skills and competency model for
the services sector, you are geared for
enhanced service standards and a truly
enduring service culture across all levels
in your company, from top management
to operational staff.
9
Service Excellence Competency Framework
Service Excellence Competency Framework
Service Excellence
Competency Framework
The Service Excellence Competency Framework is established
based on three thrusts. Companies can develop their own
service strategy through six competency categories.
SET THE STRATEGY
E
VIC
SER
6
Leadership
•Service vision, mission and values
•Service direction and strategy
•Building a culture of service excellence
2
Planning and process
•Service process and systems
design and improvement
•Deployment of planned service
initiatives and resource management
3
People
•Staff performance and measurement
•Rewards and recognition
•Diversity management
4
Customer experience
•Service delivery
•Customer loyalty
•Service recovery
•Service branding
5
Information and results
•Service performance management
•Benchmarking
•Customer satisfaction measurement
6
Service innovation
•Customer experience
•Service innovation culture
5
OR THE S
E
B REDESI
JO
FO
G
3
1
4
RCE
N
FESSIO
N
TEGORIES
PRO
DEFINE THE NEEDS
(competency categories)
CA
ERVICE EXCELLENCE
S
A
COM
WD
PE
TE
N
TE
2
10
LENCE COMPE
CY
BENeFITS:
Enhanced job scopes, flexible job scopes, improved
staff engagement, reduced staff attrition, enhanced
service processes, enhanced service experience,
improved service productivity and efficiency
NF
I C E WORK
JOB REDESIGN FOR THE SERVICE WORKFORCE
Redesign service jobs to optimise limited manpower
without compromising service standards. This may include
multi-skilling, job design for special workforce segments such
as mature and disabled workers, and flexi-work arrangements.
EL
XC
RV
THRUST 3
1
E
EERS
BENeFITS:
Improved staff engagement, reduced staff
attrition, enhanced service experience,
improved service productivity, progressive
career and wage improvements
ISE SERVIC
CAR
ProfessionalisE
service careers
Recognise and reward skills upgrading;
re-evaluate company’s recruitment, remuneration,
training and talent management strategy;
revisit employer-employee relations
AL
E
THRUST 2
PT ION
BENeFITS:
Improved business profitability, improved
service productivity, enhanced customer
satisfaction, enhanced employee engagement
O
COMPANY A
Whole-of-company ADOPTION
Redefine the service experience by shifting
from a manpower-focused service model to an
innovation- and productivity-focused model
WHOLE-
F-
THRUST 1
ORK
W
ME
A
R
F
CY
DO
ADOPT THE THRUSTS
A service excellence culture begins with clear
strategic direction at the top. Senior leaders
invest ample resources to develop service
talents and support systems, constantly remind
employees of the company’s service vision,
and lead by demonstrating desired service
behaviours. There are no shortcuts to service
excellence – only a steadfast company-wide
commitment to customer-centric practices.
11
Leadership
Feature
Leadership
Ms Foo Juat Fang
Singapore Airlines
cabin crew trainer
Role models
for service
excellence
SIA’s cabin crew trainers
make a difference by
translating the airline’s
service vision for new
cabin crew recruits
during training
After 19 years as a Singapore
Airlines (SIA) cabin crew
member and inflight supervisor,
Ms Foo Juat Fang joined the SIA
School for Cabin Crew under the
Cabin Crew Training Department.
You can build
your organisation’s
service culture with
the help of the Service
Excellence Competency
Framework.
That was 17 years ago. Today,
as a senior trainer in the
faculty, she continues to use her
inflight service experience and
knowledge to help develop and
transform cabin crew recruits into
consummate service professionals.
Like Ms Foo, Mr Rajamohan
is also a trainer and an inflight
veteran – he has 34 years of
experience. He flies two weeks
of the month as an Inflight
Supervisor and spends the other
half of the month as a Line
Instructor, sharing his wisdom
and experience with new trainees.
They are both trainers for the
15-week Cabin Crew Readiness
Programme (CCRP), an inhouse introductory course for
new SIA cabin crew members.
SIA has aligned the CCRP to the
Service Excellence Competency
Framework, and trainees receive
the nationally recognised
WSQ Service Excellence
Statements of Attainment
after completing the course.
Mr Rajamohan
Singapore Airlines
cabin crew trainer
12
Conducted over four months, the
CCRP is known to be one of the
most extensive and rigorous of
such programmes in the airline
industry. The new recruits
undergo training for everything
from social etiquette and safety to
meal service and communication.
They also carry out community
work and are exposed to different
cultures to learn skills for serving
customers of different nationalities
and those with special needs.
Training is a cornerstone
of service excellence
The rigour of the programme
is anchored to SIA’s staunch
belief in service excellence.
Mr Tan Pee Teck, SIA’s Senior
Vice-President, Products
and Services, says: “Service
excellence is an integral part
of SIA’s mission to be a global
premium airline providing
service of the highest quality.
“I share with them the
joy that comes from being
genuine. I emphasise how
simple and satisfying it is,
and how successful one can
be, when service is carried
out from the heart.”
“In an increasingly competitive
business environment, our
continued success will depend
more than ever on a workforce
that is skilled, dynamic and
committed to customer service
excellence. Staff training and
development is a cornerstone
of SIA’s service excellence.”
Ms Foo says: “We believe
in preparing and equipping
our trainees well to serve our
customers with competence
and confidence. All CCRP
components are carefully
designed and chosen to prepare
our crew for their roles on board.”
Cabin crew trainers
translate the service vision
As well as equipping new
cabin crew members with
the necessary knowledge and
skills, the CCRP also immerses
the trainees in SIA’s service
tradition and culture.
Says Mr Rajamohan: “We coach
the trainees not only in product
knowledge and content, but also
in the right attitude and values,
which in turn help them become
true service professionals.”
Staff training offers the
opportunity for new recruits
to assimilate SIA’s service
vision, which focuses on the
pursuit of excellence to not
only meet, but also exceed
customers’ expectations, and
retain customer loyalty.
SIA employees are inducted into
the company’s service vision
through channels such as the
corporate e-portal, circulars
and dialogue sessions. But
none of these arguably make an
impact as great as trainers who
have personally experienced
and lived the service vision.
Ms Foo says: “My role as a cabin
crew trainer is to motivate, coach
and mentor my trainees so that
they are able to demonstrate
SIA’s service vision.”
Her aim is to inculcate in
the trainees a passion for
service – to make a difference
by creating extraordinary
moments for SIA customers.
As an Inflight Supervisor and
Line Instructor, Mr Rajamohan
sees himself as a role model
who can show new cabin crew
members the way to do things
right. He also feels that his
many years of experience as
a cabin crew member have
definitely given him an added
advantage as a trainer.
“I share with my trainees
personal experiences and
stories, which give them a better
understanding of their roles and
responsibilities,” he says. “I share
with them the joy that comes
from being genuine. I emphasise
how simple and satisfying
it is, and how successful
one can be, when service is
carried out from the heart.”
The Service Excellence
Competency Framework offers
the following programmes for
the competency category of
Leadership:
•Enhance your
Customer Strategy
(C-Suite, Level 6)
•Build a Service
Excellence Culture
(C-Suite, Level 6)
•WSQ Champion a
Service Excellence Ethos
(Service Champion, Level 5)
•WSQ Drive Service
Strategies for Market
Entry Opportunities
(Service Champion, Level 5)
•WSQ Lead with
Service Vision
(Service Leader, Level 4)
•WSQ Role Model
the Service Vision
(Service Coach, Level 3)
•WSQ Demonstrate
the Service Vision
(Service Professional, Level 1)
13
PLanning and process
Feature
PLanning and process
Like Les Amis, you
can transform your
customers’ experiences
by focusing on your
service operations.
Mr Matthew Nonis,
Group Training & Development Manager,
Les Amis Group, Nam Nam Suntec City Mall
No small feat
Les Amis Group’s
relatively small operation
is not an obstacle in
its pursuit of service
excellence, as founder
and owner Desmond Lim
tells us
What kind of service
mindset do you want
your staff to have?
How does staff
development benefit
the company?
We want our staff to create
exceptional experiences
and rewarding moments
for our guests. We want
every one of their meals to be
memorable and the precursor
of many more to come. Our
staff should also always put
themselves in our customers’
shoes. Empathy, humility
and integrity are the values
that we try to imbue in our
service culture.
We believe that in order for
our team members to be
exemplary in serving people
who want to live the good life,
there is no better way than to
experience it for themselves.
That is why, for instance, we
send our top talents on annual
all-expenses-paid trips to the
food and wine capitals of the
world. This shows how much
we value and respect our
team members. At the same
time, it allows us to develop
their potential. Exposed to
a myriad of practices and
trends, they can then use
what they have learnt to create
new menus, implement new
service processes and work
more efficiently.
Les Amis Group has
remained a relatively
small operation over the
years. How does it uphold
its service standards
with a small team?
Being small enables us to
concentrate our efforts.
We adopt a strict promotefrom-within practice so
that our culture doesn’t
get diluted as we expand
operations. This is true even
for our C-Suite executives.
We cross-promote the team
members and leaders who
are ready to take on new
challenges and enable them
to spearhead new concepts or
outlets. This way, our culture
and, more importantly, our
values are brought over each
and every time.
The Service Excellence
Competency Framework offers
the following programmes for the
competency category of Planning
and Process:
Pepperoni
Suntec City Mall
How has SV WSQ
training helped
Les Amis employees?
What can Singapore’s
service industry
improve on?
We see it more as an
investment for the future – we
are building a talent pipeline.
People are our core asset. We
may invest millions of dollars
into interior design and
outfitting new concepts and
outlets, but what use is this
without the proper “software”
to run the restaurants?
As a customer, we know
exactly what we want from
service providers. If there’s
a problem, we want it to
be addressed painlessly
and quickly. It’s fairly
straightforward, isn’t it?
Yet, service staff here often
forget about empathy for their
customers. They will say that
something cannot be done
because it is the company’s
policy, or that things have
always been done a certain
way. We do need to remember
that the service provider does
not determine what good
service is; the customer does.
What has been Les Amis’s
biggest challenge in its
service excellence journey?
Our staff attend SV WSQ
courses such as “Lead a
Team”, “Offer Customised
and Personalised Service”
and “Participate in Service
Innovation Processes”.
WSQ provides an accessible,
structured and systematic
approach for us to develop
our team’s foundational
and occupational skills.
WSQ also allows our staff to
earn certifications based on
industry-agreed benchmarks.
Even though managers
acknowledge the need for
training, when it comes to
walking the talk, they tend
to shy away, citing reasons
such as a lack of manpower
at their outlets. To overcome
this, we are in talks with a
local academic institution
to explore structured onthe-job training with WSQ
certification at the workplace.
Chefs from the Les Amis Group
14
Do you see
talent investment
as risk-taking?
•Translate Strategy into
Service Operations
(C-Suite, Level 6)
•WSQ Strategise Service
Operations
(Service Champion, Level 5)
•WSQ Develop Service
Operations
(Service Leader, Level 4)
•WSQ Manage Operations for
Service Excellence
(Service Coach, Level 3)
•WSQ Implement Operations
for Service Excellence
(Service Professional, Level 1)
Pack’D
Suntec City Mall
Tell us an interesting
customer service story
about Les Amis.
A Scottish customer used to
have lunch at Les Amis two
or three times a week without
fail. He would sit at the same
table and order the same set
lunch. The team became so
close to him that they would
invite him to our staff parties
and football games, and he
would join us!
15
People
Feature
People
“Sentosa believes in
engaging its people to
bring out their best in
service delivery.”
People make
the world go WOW!
At Sentosa, great service experiences begin with its
people. Through WSQ competency training and
service initiatives, Sentosa ensures that its people
across all levels are always ready to deliver WOW!
experiences to its guests.
Service from
the heart
Sentosa engages and
invests in its people
for the best guest
experiences
The tables were set. The guests
had arrived. All was ready for
a joyous birthday party at Port
Belly restaurant – except for one
thing: the birthday cake had split
into two. Without missing a beat,
Mark Alverez Lim, the Assistant
Food Service Manager, assured
the panicky mother and called
Sentosa’s Executive Chef, who
got the kitchen crew to fix up the
cake and make it look as good
as new. The happy customers
were able to carry on with their
celebrations without further ado.
This heartwarming episode
is just one of Sentosa’s many
service stories distinguished by
staff who have taken ownership
of customers’ predicaments
and gone the extra mile to
delight and surprise.
“Exceptional service is about
being sincere and compassionate
to our guests. It’s about being
proactive in creating a great
experience,” says Ms Lim Suu
Kuan, Divisional Director, Guest
Experience Division, Sentosa
Leisure Management. “A great
Sentosa experience begins with
our employees. We encourage
them to deliver outstanding
service from the heart.”
16
One of Singapore’s premier
attractions known for its service
culture, Sentosa believes in
engaging its people to bring out
their best in service delivery. Its
staff engagement programme
spans service initiatives,
staff training, performance
measurement as well as
recognition and rewards.
Do the WAVE
Sentosa’s key service initiative
WAVE (Welcomed, Assured,
Valued, Energised), championed
by its Chief Executive Officer
Mr Mike Barclay who
heads the WAVE Steering
Committee, comprises a
series of programmes aimed at
instilling customer-centric values
in all employees in Sentosa,
including those of its partners.
One ongoing WAVE programme
is “Show You Care”. Ms Lim
explains: “Our staff are urged
to demonstrate the ‘care’
behaviours of being proactive,
looking at things from customers’
points of view, and exceeding
guests’ expectations.”
The WAVE-O-Meter internal
survey is another engagement
programme, where team members
rate their own performance and
share their challenges with the
senior management team.
SV WSQ competency training
As an Approved Training
Organisation accredited by
the Singapore Workforce
Development Agency, Sentosa
has customised its in-house
training based on the Service
Excellence WSQ framework.
Staff attend in-house courses
centred on service delivery,
such as WAVE Service Leaders,
where service leaders learn
how to inspire their teams; and
Handling Challenging Situations,
where staff gain greater selfawareness, helpful for managing
their interactions with others.
“Using the framework, we
have been able to offer our
team members guided learning
opportunities,” says Ms Lim.
“This has shown results in staff
retention as well as building
organisational competencies.”
Motivating through
staff engagement
Service initiatives and
competency training aside,
Sentosa also has other
engagement measures to boost
staff morale and motivation, such
as performance measurement
and recognition and rewards.
In terms of performance
assessment, Sentosa benchmarks
employees’ performance against
its STAR core values (namely
service, teamwork, acting with
integrity, results-oriented) based
on feedback from guests and
partners, as well as findings
from guest satisfaction surveys
and mystery shopping.
To motivate employees further,
Sentosa offers several internal
recognition and reward
initiatives. These include the
CEO’s personalised notes to staff,
quarterly service awards and the
annual CEO STAR Awards.
“We also have a company game
where additional bonus payout is
made when predetermined guest
satisfaction targets are met. This
further motivates everyone to
work towards delivering service
excellence,” says Ms Lim.
Sentosa also actively participates
in external awards that
recognise service staff, such
as EXSA (Excellent Service
Award), Singapore Experience
Award and Singapore Service
Excellence Medallion.
That’s not all. Sentosa knows that recognition
draws out the best in its people. That’s why
it measures its staff’s performance and duly
rewards great service delivery with awards
and incentives.
All these and more to make its people the best
ambassadors of Asia’s favourite playground.
Like Sentosa, you too can transform
your customers’ experiences by
focusing on your people.
The Service Excellence Competency Framework
offers the following programmes for the competency
category of People:
•Optimise the Service Performance
of Your Workforce
(C-Suite, Level 6)
•WSQ Strategise Workforce for
Service Excellence
(Service Champion, Level 5)
•WSQ Optimise Workforce for
Service Excellence
(Service Leader, Level 4)
•WSQ Coach for Service Performance
(Service Coach, Level 3)
•WSQ Manage a Diverse Service Environment
(Service Coach, Level 3)
•WSQ Work in a Diverse Service Environment
(Service Professional, Level 1)
17
Customer Experience
Information AND results
Perceived
OVERALL
QUALITY
By Jerry Smith,
Regional President,
Asia Pacific OgilvyOne Worldwide
Customer service:
Your brand’s secret weapon
Drive your company’s return on investment
with good customer experiences
Every experience customers
have with your company impacts
what they think of your brand.
Customer service is very often
the frontline of this experience.
According to Dimensional
Research, customer service ranks
as the No. 1 factor influencing
how much a consumer trusts
a company. So when you
consider your brand strategy and
investment, customer service
needs to be at the heart of it.
Retail, travel and hospitality
brands with front-facing staff
have long known this. The
Shangri-La hotel group, for
example, has put service at the
centre with its brand promise
to “embrace a stranger as
one’s own”. When it launched
its new brand campaign in
2010, as much effort was
invested in staff motivation and
training as in paid media.
Social media has heightened the
need for all brands, including
those whose service model is
online or delivered through
intermediaries, to focus on
customer service. Often service
can be the Achilles heel of
otherwise vibrant brands.
Impenetrable interactive voice
response (IVR) systems are a
top consumer moan online.
However, good service at the
point where customers have
picked up the phone can build
your brand, even if they have
called to complain. American
Express knows that customers
who call in with complaints
and have them resolved will be
more loyal than customers who
have never complained at all.
Pete Blackshaw from Nestle has
memorably put it in his book
title: Satisfied Customers Tell
Three Friends, Angry Customers
Tell 3,000. It is time to look at
your brand as the complete set
of experiences and touchpoints
customers have with your
company, and to ask yourself if
customer service is your brand’s
secret weapon or its Achilles heel.
Focusing on customer
service drives return
on investment in
four key ways:
1
Poor customer service
experiences lead to
increased service
costs, especially if
online service fails,
forcing customers to
pick up the phone.
Poor customer service
experiences risk
customer defection
and revenue losses.
Poor service can cause
the loss of as much
as two-thirds of sales
at the point of sale.
4
Poor customer
experiences can quickly
damage the reputation
of your brand.
•WSQ Drive Customer Loyalty for Service Excellence (Service Champion, Level 5)
•WSQ Drive Branding and Communication for Service Excellence
(Service Champion, Level 5)
•WSQ Strategise Partnerships for Service Excellence (Service Champion, Level 5)
•WSQ Manage Partnerships for Service Excellence (Service Leader, Level 4)
•WSQ Develop Service Recovery Framework (Service Leader, Level 4)
•WSQ Manage the Service Brand (Service Leader, Level 4)
•WSQ Establish Relationships for Customer Confidence (Service Coach, Level 3)
•WSQ Provide Go-the-Extra-Mile Service (Service Professional, Level 1)
•WSQ Project a Positive and Professional Image (Service Professional, Level 1)
18
Customer
satisfaction
CSISG
Customer
Loyalty
Customer
expectationS
3
By Marcus Lee,
PhD, Academic Director,
Institute of Service Excellence,
Singapore Management University
Measure
meaningfully
Analytics based on
surveys such as the
Customer Satisfaction
Index of Singapore can
help companies improve
service performance
across all employee levels
We all want to be successful
in the areas that matter to
us. Business owners strive
for long-term profitability,
which translates into a handful
of medium-term goals for
company leaders. This further
translates into short-term key
performance indicators (KPIs)
for the rest of the employees.
This system of interrelated KPIs
is what defines organisational
excellence for most businesses.
Run by the Institute of Service
Excellence (ISES) at Singapore
Management University, the
Customer Satisfaction Index of
Singapore (CSISG) is a national
customer perception survey
based on a methodology with
a sound scientific basis closely
linked to company profitability.
This methodology is also used
as the basis of national customer
satisfaction indices in 15
countries around the world.
Collectively meeting our
individual KPIs would, by
definition, achieve organisational
excellence, and the general belief
is that achieving organisational
excellence would ensure the
long-term viability of the
companies we work for.
The CSISG embeds relationshiplevel satisfaction customers
have with companies in an
interconnected system of
antecedents and consequences.
Doing this allows companies
to understand the impact
All these underscore the
importance of setting meaningful
KPIs for the different layers
within an organisation.
Complaint BehavioUr
Measuring
customer satisfaction
While the data required for
reporting an organisation’s
financial health may be
relatively straightforward and
unambiguous as a consequence
of the host of regulatory
standards surrounding the
reporting of accounting
metrics, the measurement and
reporting of customer-related
metrics is more often than not
fraught with ambiguity and
subjectivity as no regulatory
standard exists in this realm.
The Service Excellence
Competency Framework
offers the following
programmes for the
competency category of
Information and Results:
any changes in customer
expectations, perceptions
of quality, or perceptions of
value would have on customer
satisfaction, complaint behaviour
and customer loyalty.
The CSISG
Causal Model
2
•Win Customers for Life (C-Suite, Level 6)
•WSQ Contribute to Customer Service Over Various Platforms
(Service Professional, Level 1)
Perceived
Value
Good customer
experiences boost
repurchase probability
and long-term loyalty.
The Service Excellence Competency Framework offers the following programmes
for the competency category of Customer Experience:
•WSQ Respond to Service Challenges (Service Professional, Level 1)
Customer
Complaints
•Maximise Service and
Business Performance
(C-Suite, Level 6)
Service performance
improvement
Customer analytics based on
robust surveys such as the
CSISG can be invaluable in
guiding improvement efforts
at different levels within an
organisation. In particular, such
analytics can be used to help
shape the training curriculum
for frontline employees.
•WSQ Drive Service
Quality and Customer
Satisfaction
(Service Champion,
Level 5)
•WSQ Evaluate
Organisation for
Business Excellence
(Service Champion,
Level 5)
Most employees want their
work to be meaningful and to
be appropriately recognised
and rewarded for their efforts.
Acknowledging that KPIs
shape behaviour stresses how
crucial appropriate KPIs are
to an organisation. And while
measurement is not the be-all
and end-all of organisational
excellence, doing it poorly or not
at all is a sure-fire recipe for your
company’s eventual irrelevance.
So make it your mission to
measure KPIs meaningfully.
•WSQ Analyse Service
Quality and Customer
Satisfaction
(Service Leader, Level 4)
•WSQ Manage Service
Performance
(Service Coach, Level 3)
•WSQ Acquire
Industry Knowledge
(Service Coach, Level 3)
For more information
on the CSISG, please visit
ises.smu.edu.sg
CSISG 2008-2012
Banks (n=8,842)
Have you
complained
to your bank
in the last 3
months?
HOW WOULD
YOU RATE THE
HANDLING OF
COMPLAINT ON A
SCALE OF 1 to 10?
35.8%
Yes
NO
64.2%
96.1%
YOU DIDN’t
complain
because...
1.9%
1.5%
HANDLED
POORLY
(1-5)
HANDLED
Well
(6-10)
No
reason
too
difficult
No
point
35.7
71.2
73.7
51.7
44.9
Customer loyalty scores
An example of a finding from the Customer Satisfaction Index of Singapore
19
Information and results
Commissioned by SPRING
Singapore, the CCI Impact Study
conducted by NUS has indicated
the relationships between service
excellence, productivity and
profitability.
By Professor Jochen Wirtz,
Director, UCLA – NUS EMBA,
National University of Singapore
Business School
Can we
have it all
– service
excellence,
productivity
and
profitability?
Yes, we can
– companies that
embark on service
excellence journeys gain
higher productivity and
profit growth
The study found that companies
that had embarked on customercentric initiatives significantly
outperformed their competitors
on all key performance indicators,
including total value added,
value added per worker, total
sales, sales per worker as well
as profit growth. For the bestperforming companies, a key
success factor was their service
excellence journeys. They did not
solely execute a single customercentric initiative, but worked on a
continuous stream of initiatives.
The ability to pursue both
differentiation through service
excellence and cost leadership in
services is particularly difficult
because the characteristics of
services – such as distributed
operations, simultaneous
production and consumption, and
customisation – make economies
of scale and productivity gains
hard to achieve.
“For the best-performing companies,
a key success factor was their service
excellence journeys. They did not
solely execute a single customercentric initiative, but worked on a
continuous stream of initiatives.”
However, there are five potential strategies companies can pursue in
order to achieve cost-effective service excellence:
Systems and
technology that
enable employees
Dual
culture
approach
cost-effective
service
excellence
Focused
service
factory
Customer-Centric
Initiative (CCI)
Value added and productivity of CCI companies and benchmarking
Increase in
value added
per worker
INdustry
benchmark
19.0%
4.9%
Increase in
OPERATing RECEIPTs
(SALES) PER WORKER
CCI companies
(n=42)
Increase in
remuneration
per worker
3.7%
8.2%
15.5%
5.0%
CCI companies
(n=36)
CCI companies
(n=51)
+4.5
16.6%
16.7%
24.7%
+11.6
22.6%
6.1%
CCI companies
(n=45)
Increase in
TOTAL remuneration
+16.5
20
+14.1
18.0%
+2.5
Increase in
total value added
Customer self-service
and/or co-creation
that is enabled through
self-service technologies
Although challenging, it is possible to improve both service quality and
productivity. The WDA Service Excellence Competency Framework
can be used as an enabler to drive sustained superior performance,
service excellence and cost-effective operations.
Executive summary – overall finDings
CCI companies
(n=40)
customers
Generic
cost-reduction
strategies
Impact study on Customer-Centric initiative
+8.0
shareholders
+
Employees
CCI companies
(n=28)
Increase in
OPERATing RECEIPTs
(SALES) PER SQ Foot
The Customer-Centric
Initiative (CCI) is led by
SPRING Singapore with
support from the Go-theExtra-Mile for Service
(GEMS) Up agencies
such as National Trades
Union Congress, Singapore
Workforce Development
Agency, Singapore Tourism
Board and Institute of
Service Excellence at SMU.
The CCI aims to encourage
companies to commit to
service excellence and take
the lead in raising service
standards in their industry
and is part of the GEMS
Up movement to transform
Singapore’s service quality
in the retail, food and
beverage, hospitality,
healthcare, transport
and travel sectors.
CCI
companies
Note: Industry benchmark data were taken from Department of Statistics (DOS) and matched to the
respective CCI project period for each individual firm. DOS data from the years 2006 to 2011 were used.
When your customers
are happy, so are
your shareholders
and employees
Service excellence is about creating consistent value for your customers.
When your customers are happy, they develop lasting relationships with
your business and return as loyal clients. The result? More sales and revenue.
More shareholder value and satisfied employees.
Service excellence, profits and employee satisfaction are inter-related.
Start building a culture of service excellence with the help of
the Service Excellence Competency Framework.
Call us at 6883 5885 or visit www.wda.gov.sg/serviceexcellence.
Service Innovation
Service innovation
By Professor Bo Edvardsson,
Service Research Center,
Karlstad University
A
perspective
on service
innovation
A systemic approach
to understanding
service innovation
“As for resources, they are
products and services that have
potential value, but their value
is realised only during value
co-creation when used by actors.”
In a service-driven economy like
Singapore’s, service innovation
has become increasingly more
important in shaping business
growth than goods innovation.
Service innovation is carried out
by reconfiguring resources and
creating value in a service system
for a business effect. In service
innovation, customers adopt
new roles as resource integrators
or co-creators of value. Service
innovation can also be based
on new value propositions
or new ways of capturing
value and business models.
Take IKEA’s service
innovation, for example. The
Swedish furniture retailer has
reconfigured its resources to
focus on their value-in-use.
Instead of displaying the same
type of furniture or items in
one room, it combines different
pieces of furniture and items in
“experience rooms”, where its
customers can test-drive solutions
such as a kitchen or living room
before purchase. Immersed in the
solutions, customers are able to
co-create value with IKEA and
assess the value according to their
particular needs at home while
reducing their purchase risk.
Service innovation framework
Here, I will provide a systemic
approach for understanding
service innovation – the Actor,
Resource and Institution
Framework (ARI Framework).
Actors are the engines in
service innovation. They can
be individual customers (or
customers in groups), employees
(or an individual employee) or
companies (or organisations).
Actors are key to realising
innovation, as they use resources
or integrate them with the aim to
co-create value for themselves.
As for resources, they are
products and services that have
potential value, but their value
is realised only during value
co-creation when used by actors.
Actors assess value from their
own points of view in their given
contexts. They possess dynamic
resources such as knowledge,
skills and motivation, and
the use of these resources is
moderated by their enacted roles
as well as their institutions.
Institutions and institutional
rules as well as values and forces
in social systems, in turn, shape
how actors integrate resources
and co-create value with them.
Institutions enable and constrain
resource integration and value
co-creation in service systems.
Many service innovations
now are based on value cocreation through interactions
on social networks such as
Skype, Twitter, Instagram and
Facebook. These are examples of
platforms, eco-systems and value
networks within the contexts
of institutionalised practices.
This article is based on
“A conceptualisation of service
innovation as reconfiguration
of actors, resources and institutions”,
a paper by Edvardsson, B., Tronvoll. B.
and Witell, L., presented at the
First International Workshop on
Service Innovation Research,
18–20 September 2013, University
of Magna Gracia of Catanzaro.
Be transformed
into your best shape
Triumph brings the true art of shaping to all women in Singapore
with its unique Shapewear Cocoon customer experience.
Step into the “cocoon” and discover shapewear that defines curves to reveal
your natural beauty. Complete with shapewear stylists, iPad demonstrations
and even fashion tips (inner wear as outerwear), it’s no wonder that customers
are delighted by their personal metamorphosis into their best body shape.
Through a WSQ Service Innovation holistic training solution, Triumph
has been able to transform and translate its customer experience into
increased revenue, market share and brand awareness.
That’s Service Innovation at its best.
Like Triumph,
you can transform your
customers’ experiences
with service innovation.
The Service Excellence Competency Framework offers
the following programmes for the competency category
of Service Innovation:
•Transform your Service through Strategic Innovation
(C-Suite, Level 6)
•WSQ Champion Service Innovation
(Service Champion, Level 5)
•WSQ Innovate the Customer Experience
(Service Champion, Level 5)
•WSQ Foster Service Innovation
(Service Leader, Level 4)
•WSQ Develop New Products/Services
(Service Leader, Level 4)
22
•WSQ Engage in Service Innovation Initiatives
(Service Professional, Level 1)
Service Excellence WSQ roadmap
F INALL Y
A roadmap to
service excellence
create your perfect fit
The Service Excellence Competency Framework
is designed to help companies create and define
their desired service experiences through building
organisational capabilities for innovation and
productivity. It also aims to professionalise service
careers through an embedded Workforce Skills
Qualifications (WSQ) pathway for progression.
Service
n
Champio
Service
leader
Role of Service Champion
Responsible or championing and driving company-wide service
excellence
Eligible for WSQ Specialist
Diploma in Service Leadership
Role of Service Leader
Responsible for operationalising
service excellence
Eligible for WSQ
Diploma in Service Leadership
Role of Service Coach
Responsible for nurturing
and supervising staff for
service excellence
Service
coach
Eligible for WSQ Advanced
Certificate in Service Excellence
Role of Service Professional
Responsible for engaging customers
for service excellence
Eligible for WSQ Certificate
in Service Excellence
24
Get on board with the Service Excellence Competency Framework and equip
your employees with the holistic skills to thrive and excel in the services sector.
From Service Excellence courses for frontline staff to a Service Leadership
Specialist Diploma for a regional director, there is something that fits everyone.
Service
ional
s
s
e
f
o
r
P
Find out more at www.wda.gov.sg/serviceexcellence or call 6883 5885
Training partners
Financial support
Partnering for success
CET CENTRES
Capelle Academy
Lifelong Learning Institute
11 Eunos Road 8, #05-04
Singapore 408601
Tel: 6325 4982
Fax: 6325 4983
Email:contactus@capelleacademy.com
TÜV SÜD PSB Learning
Service Quality (SQ) Centre
10 Eunos Road 8
#07-05 Singapore Post Centre
Singapore 408600
Tel: 6376 0777
Fax: 6274 6091
Email:learning@tuv-sud-psb.sg
Programme pARTNERS
Institute on Asian
Consumer Insight (ACI)
Nanyang Business School
Nanyang Technological University
50 Nanyang Avenue
Singapore 639798
Tel: 6790 4966
Email: aci-institute@ntu.edu.sg
Institute of Service
Excellence at Singapore
Management University
81 Victoria Street
Singapore Management University
Administration Building
Singapore 188065
Tel: 6828 0111
Email:ise@smu.edu.sg
ROHEI Corporation
3 Shenton Way
#19-09/10 Shenton House
Singapore 068805
Tel: 6534 9322
Email:enquiry@rohei.com
Singapore National
Employers Federation
19 Tanglin Road
#10-01/07 Tanglin Shopping Centre
Singapore 247909
Tel: 6827 6827
Email:trg@snef.org.sg
26
Beacon Consulting
33 Ubi Avenue 3
#08-05/06/07 Vertex Tower B
Singapore 408868
Tel: 6570 9086
Fax: 6570 9066
Email:customercare@beacon.com.sg
Civil Service College
31 North Buona Vista Road
Singapore 275983
Tel: 6874 1733
Fax: 6874 1735
Email:cscollege@cscollege.gov.sg
ESSEC Asia-Pacific
100 Victoria Street,
#13-02 National Library Building
Singapore 188064
Tel: 6884 9780
www.essec.edu/asia
TALENT
WORTH
SUPPORTING
Financial support schemes to
build your talent pool
Enterprise Training
Support (ETS)
Enhanced Training
Support for SMEs
Workfare Training
Support (WTS)
The ETS scheme aims to help you
achieve the following outcomes:
•Attract and retain valued employees
by developing good Human Resource
(HR) and management systems
and practices tied to training
Enhanced Training Support for SMEs
encourages greater training participation
from Small and Medium Enterprises.
You can enjoy up to 90% course fee
funding and absentee payroll funding of
80% of basic hourly salary at a cap of
$7.50 per hour. To qualify, SMEs must be
registered or incorporated in Singapore,
with not more than 200 employees.
If your employees earn not more than
$1,900 per month and are 35 years old
and above, you can benefit from the
WTS scheme when you sponsor them
for training. WTS encourages you to
sponsor your lower wage employees
for training to upgrade their skills and
improve your business performance.
•Attract and retain valued employees by
helping you benchmark compensation
and benefits to market rates
WorkPro
•Lower training costs and
more training choices
•Raise your employees’
productivity and skills levels
Kaplan PROFESSIONAL
Devan Nair Institute for Employment
and Employability
80 Jurong East Street 21
#06-02, Singapore 609607
Tel: 6733 1877
Fax: 6733 2977
Email:enquiry@kaplan.com.sg
www.kaplan.com.sg/professional
Singapore Chinese Chamber
Institute Of Business
47 Hill Street
#08-01 SCCCI Building
Singapore 179365
Tel: 6334 1080
Fax: 6337 1165
Email:info@scciob.edu.sg
NTUC LearningHub
73 Bras Basah Road
#02-01 NTUC Trade Union House
Singapore 189556
Tel: 6486 7795
Fax: 6339 7288
www.ise.nextu.com.sg
Mendaki SENSE
116 Changi Road
#05-01 to #05-15
WIS@Changi
Singapore 419718
Tel: 6478 3100
www.mendaki-sense.com.sg
Training Vision Institute Pte Ltd
11 Eunos Road 8
#06-04 & #06-05
Singapore 408601 (Wef March 2014)
Tel: 6467 3341
Email:enquiries@trainingvision.com.sg
www.trainingvision.com.sg
Institute of Systems Science,
National University
of Singapore
25 Heng Mui Keng Terrace
Singapore 119615
Tel: 6516 2020/2009/2096/5777
Fax: 6778 2571
Email:isstraining@nus.edu.sg
A leader is only as good as his team. Nurturing
skilled workers with relevant expertise is the key
to adding value to your company.WDA offers
a myriad of financial schemes to support staff
training so that you can build up your talent
pool and improve your business performance.
You can receive the following
funding support: Training Grant;
Capability Development Grant;
Curriculum Contextualisation and
Alignment Grant; HR Development
Grant; and Compensation and
Benefits System Review Grant.
Singapore Institute
of Retail Studies (SIRS)
11 Eunos Road 8
#08-02/03/04
Lifelong Learning Institute
Singapore 408601
Tel: 6222-7477
Email:info@sirs.edu.sg
WorkPro helps you expand and sustain
your manpower pool through grants
and incentives targeted at specific
strategies such as job redesign, better age
management and work-life harmony, and
to hire and retain more back-to-work
locals and mature workers. You can receive
the following funding support: workplace
improvement and job redesign grants; and
recruitment and retention incentives.
You can enjoy the following benefits
under the WTS scheme:
•More support for basic skills training
You can benefit from 95% course fee
funding and absentee payroll funding
(no dollar cap). In addition, your
employees can directly benefit from
the cash awards under the Training
Commitment Award (TCA).
For more details on the financial support
schemes, log on to www.wda.gov.sg
About Singapore Workforce
Development Agency (WDA)
The Singapore Workforce Development Agency (WDA) enhances the competitiveness of our
workforce by encouraging workers to learn for life and advance with skills. In today’s economy,
most jobs require not just knowledge, but also skills. WDA collaborates with employers, industry
associations, the Union and training organisations, to develop and strengthen the Continuing
Education and Training system that is skills-based, open and accessible, as a mainstream pathway
for all workers – young and older, from rank and file to professionals and executives – to upgrade
and advance in their careers and lives.
For more information, please visit www.wda.gov.sg
27
COMPETENCY
CATEGORIES
LEADERSHIP
PLANNING & PROCESS
PEOPLE
CUSTOMER EXPERIENCE
INFORMATION & RESULTS
SERVICE INNOVATION
Themes
NON-WSQ
Responsible for
leading and driving
whole-of-company
service excellence
TRANSLATE
STRATEGY
INTO
SERVICE
OPERATIONS
ENHANCE YOUR
CUSTOMER STRATEGY
S i g n at u r e
Stories
Your service
story starts here
All great service stories have great beginnings.
You have been inspired by the stories behind
some of the most distinguished names in the
services sector. Now it’s your turn to bring your
own signature story to life. Build your own
signature story on the solid foundation of the
Service Excellence Competency Framework.
If we have got you thinking, call us at 6883 5885 or
visit www.wda.gov.sg/serviceexcellence today!
WSQ SPECIALIST
DIPLOMA IN SERVICE
LEADERSHIP (15 CV)
Responsible or
championing
and driving
company-wide
service excellence
Service
Leader
(Level 4)
WSQ DIPLOMA IN
SERVICE LEADERSHIP
(20 CV)
Service
Coach
(Level 3)
WSQ ADVANCED
CERTIFICATE IN
SERVICE EXCELLENCE
(15 CV)
Service
Professional
(Level 1)
WSQ CERTIFICATE IN
SERVICE EXCELLENCE
(13 CV)
Responsible
for operationalising
service excellence
CHAMPION A
SERVICE EXCELLENCE
ETHOS
2
CV
DRIVE SERVICE
STRATEGIES FOR
MARKET ENTRY
OPPORTUNITIES
LEAD
WITH
SERVICE
VISION
2
CV
2
CV
STRATEGISE
SERVICE
OPERATIONS
DEVELOP SERVICE
RECOVERY
FRAMEWORK
ROLE MODEL
THE SERVICE
VISION
Responsible for
nurturing and
supervising staff for
service excellence
2
CV
MANAGE
OPERATIONS
FOR SERVICE
EXCELLENCE
2
CV
2
CV
COACH FOR SERVICE
PERFORMANCE
2
CV
Responsible for
engaging customers
for service excellence
DEMONSTRATE
THE SERVICE
VISION
IMPLEMENT
OPERATIONS
FOR SERVICE
EXCELLENCE
ESTABLISH
RELATIONSHIPS
FOR CUSTOMER
CONFIDENCE
2
CV
WORK IN
A DIVERSE
SERVICE
ENVIRONMENT
1
CV
CORE UNITS
ELECTIVE UNITS
2
CV
EVALUATE
ORGANISATION
FOR BUSINESS
EXCELLENCE
2
CV
2
CV
CHAMPION SERVICE
INNOVATION
ANALYSE SERVICE
QUALITY AND
CUSTOMER
SATISFACTION
2
FOSTER SERVICE
INNOVATION
2
CV
DEVELOP NEW
PRODUCTS /
SERVICES
2
CV
2
CV
MANAGE SERVICE
PERFORMANCE
2
CV
ACQUIRE INDUSTRY
KNOWLEDGE
PROVIDE GO-THEEXTRA-MILE SERVICE
2
CV
PROJECT A POSITIVE AND
PROFESSIONAL IMAGE
1
CV
RESPOND TO SERVICE
CHALLENGES
2
CV
Electives can also be taken from any other WSQ framework. They can be obtained from
within the same level as the qualification or taken from one level above or below that level.
1
CV
CERTIFIED
SERVICE
PROFESSIONAL
1
CV
2
CV
INNOVATE THE CUSTOMER CV
EXPERIENCE
2
CV
2
CV
CONTRIBUTE TO CUSTOMER SERVICE
OVER VARIOUS PLATFORMS
CV : Credit Values
2
CV
DRIVE SERVICE
QUALITY AND
CUSTOMER
SATISFACTION
2
CV
MANAGE A
DIVERSE SERVICE
ENVIRONMENT
1
CV
1
CV
2
CV
MANAGE THE
SERVICE BRAND
TRANSFORM
YOUR SERVICE
THROUGH
STRATEGIC
INNOVATION
MAXIMISE
SERVICE
AND
BUSINESS
PERFORMANCE
MANAGE PARTNERSHIPS
FOR SERVICE
EXCELLENCE
OPTIMISE
WORKFORCE
FOR SERVICE
EXCELLENCE
SERVICE INNOVATION
CULTURE
CUSTOMER SATISFACTION
MEASUREMENT
WIN
CUSTOMERS
FOR LIFE
DRIVE BRANDING AND
COMMUNICATION FOR
SERVICE EXCELLENCE
2
CV
DEVELOP
SERVICE
OPERATIONS
CUSTOMER
EXPERIENCE
BENCHMARKING
SERVICE BRANDING
STRATEGISE
PARTNERSHIPS FOR
SERVICE EXCELLENCE
2
CV
2
CV
CUSTOMER LOYALTY
DRIVE CUSTOMER
LOYALTY FOR SERVICE
EXCELLENCE
STRATEGISE
WORKFORCE
FOR SERVICE
EXCELLENCE
2
CV
SERVICE PERFORMANCE
MANAGEMENT
SERVICE DELIVERY
SERVICE RECOVERY
OPTIMISE
THE SERVICE
PERFORMANCE OF
YOUR WORKFORCE
BUILD A SERVICE
EXCELLENCE CULTURE
Service
Champion
(Level 5)
DIVERSITY
MANAGEMENT
3
DEPLOYMENT OF PLANNED
SERVICE INITIATIVES AND
RESOURCE MANAGEMENT
BUILDING A CULTURE
OF SERVICE EXCELLENCE
REWARDS AND
RECOGNITION
2
SERVICE DIRECTION
AND STRATEGY
C-Suite
(Level 6)
STAFF PERFORMANCE
MEASUREMENT
SERVICE PROCESS AND
SYSTEMS DESIGN AND
IMPROVEMENT
1
SERVICE VISION,
MISSION AND VALUES
2
CV
ENGAGE IN
SERVICE
INNOVATION
INITIATIVES
Overview
N
of Service
Excellence
Competency
Framework%
A B
&
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