Competency Based Learning

Material

Sector: TOURISM SECTOR

Qualification

HOUSEKEEPING NC II
Unit of Competency:
PRACTICE CAREER PROFESSIONALISM
Module Title
PRACTICING CAREER PROFESSIONALISM

MDM-SAGAY COLLEGE INC.

HOUSEKEEPING NC II

The HOUSEKEEPING NC II consists of competencies that must possess to

enable you to become a Junior Cleaner, Assistant Cleaner, Assistant public Area
cleaner, Attendant, Laundry Attendant, Housekeeping attendant and butler.
 This Qualification is packaged from the competency map of the Tourism
Sector.

The unit of competency comprising this qualification includes the following:

CODE BASIC COMPETENCIES

500311105 Participate in workplace communication
500311106 Work in a team environment
500311107 Practice career professionalism
500311108 Practice occupational health and safety procedures

CODE COMMON COMPETENCIES

TRS311201 Develop and update industry knowledge
TRS311202 Observe workplace hygiene procedures
TRS311203 Perform computer operations
TRS311204 Perform workplace and safety practices
TRS311205 Provide effective customer service

CODE CORE COMPETENCIES

TRS5123111 Provide housekeeping services to guests
TRS5123112 Clean and prepare rooms for incoming guests
TRS5123113 Provide valet/butler service
TRS5123114 Laundry linen and guest clothes
TRS5123115 Clean public areas, facilities and equipment
TRS5123122 Deal with/Handle intoxicated guests

HOW TO USE THIS MODULE

Welcome to the Module on Practicing Career Professionalism. This

module contains training materials and activities for you to complete.

The unit of competency on Practice Career Professionalism contains

knowledge, skills and attitudes required for a HOUSEKEEPING NC II course.

You are required to go through a series of learning activities in order to

complete each of the learning outcomes of the module. In each learning outcome
there are Information Sheets, Operation Sheets, Job Sheets and Task Sheets.
Follow these activities on your own and answer the Self-Check at the end of each
learning activity.
 If you have questions, don’t hesitate to ask your trainer for assistance.

Recognition of Prior Learning (RPL)

You may already have some of the knowledge and skills covered in this
module because you have:
o been working for some time
o Already have completed training in this area.

If you can demonstrate to your trainer/instructor that you are competent in

a particular skill or skills, talk to him/her about having them formally recognized
so you don’t have to do the same training again. If you have a qualification or
Certificate of Competency from previous trainings show it to your trainer. If the
skills you acquired are still current and relevant to this module, they may become
part of the evidence you can present for RPL. If you are not sure about the
currency of your skills, discuss it with your trainer.

After completing this module ask your trainer to assess your competency.
Result of your assessment will be recorded in your competency profile. All the
learning activities are designed for you to complete at your own pace.

Inside this module you will find the activities for you to complete followed
by relevant information sheets for each learning outcome. Each learning outcome
may have more than one learning activity.
 MODULE CONTENT

Program/Course : HOUSEKEEPING NC II
Unit of Competency : Practice Career Professionalism
Module : Practicing Career Professionalism

INTRODUCTION:

This module contains information and suggested learning activities on

Practicing Career Professionalism. It includes activities and materials on
HOUSEKEEPING NC II.

Completion of this module will help you better understand the succeeding
module on the Practicing Career Professionalism.

This module consists of three (3) learning outcomes. Each learning

outcome contains learning activities supported by each instruction sheets. Before
you perform the instructions, read the information sheets and answer the self-
check and activities provided to ascertain to yourself and your trainer that you
have acquired the knowledge necessary to perform the skill portion of the
particular learning outcome.

Upon completion of this module, report to your trainer for assessment to

check your achievement of knowledge and skills requirement of this module. If
you pass the assessment, you will be given a certificate of completion.

SUMMARY OF LEARNING OUTCOMES:

Upon completion of the module you should be able to:

LO1 Integrate personal objectives with organizational goals

LO2 Set and meet work priorities
LO3 Maintain professional growth and development

Learning Outcome #1 Integrate personal objectives with

organizational goals

Assessment Criteria:
1. Personal growth and work plans are pursued towards improving the
qualifications set for the profession
 2. Intra and Interpersonal relationship are maintained in the course of
managing oneself based on performance evaluation.
3. Commitment to the organization and its goal is demonstrated in the
performance of duties.

Contents:

1. Establish and Conduct Business Relationship

2. Build Trust and Respect in Business Relationship

Tools, Materials and Equipment and Facilities:

Personal Computer, Fax machine, telephone, writing materials, internet

References:

Internet
1) http://www.tesda.gov.ph
a CSS NCII TR
b CSS SAG
2) https://slideplayer.com/slide/9350681/

LEARNING EXPERIENCES/ACTIVITIES

LO 1: Integrate personal objectives with organizational goal

Learning Activities
1. Read the attached Information
Sheet 3.1-1 on Building
Relationship and Team Work
2. Answer Self-Check 3.1-1 on
Building Relationship and
Team Work
Special Instructions
You can ask the assistance of your
trainer explain further the topics you
cannot understand
Try to answer the Self-Check without
looking at the information sheet
 3. Compare your answer to
Answer Key 3.1-1.
4. Read the attached Information You can ask the assistance of your
Sheet 3.1-2 on Team Roles trainer explain further the topics you
cannot understand
5. Answer Self-Check 3.1-2 on Try to answer the Self-Check without
Team Roles looking at the information sheet
6. Compare your answer to
Answer Key 3.1-2.
After doing this activity, you are now ready to proceed to the next module
on Set and meet work priorities.

INFORMATION SHEET 3.1-1

Establish and Conduct Business Relationships

Learning Objective:

After reading this INFORMATION SHEET, you must be able to:

1. Define why we need to establish and conduct business relationships.

Introduction:

It is essential in the hospitality, tourism and travel industries to be able to

establish, manage and sustain business relationships.

These business relationships may be with a wide range of people, organisations

and/or bodies.
This Section identifies the range of business relationships a business may need,
or elect, to develop and maintain, and describes the environment in which such a
relationship will need to occur for it to be effective.

Who might you want to establish business relationships with?

Exactly who you or your business will seek to establish a business relationship
with will vary between individual organisations.

A hotel will have different business relationships to travel and tourism yet there
will be some common relationships.

Generically, all businesses will seek to develop business relationships with some
or most of the following:

Customers

These are the people who deal with or buy from the business.

Customers may also be referred to as ‘clients’ (especially in travel and tourism –

or ‘pax’) or ‘patrons’ (in hospitality).

Customers may be divided into, or classified in many ways, often aligning

with marketing or sales targets or business-specific ‘target markets’, such
as:

 Corporate customers and clients

 Government customers – such as local and or national government

agencies or authorities

 Private customers – these are individuals, couples or families

 Travel or tourism sectors – for example historical tourists, medical tourists,

eco-tourists.

Customers can also be identified by certain demographic characteristics,

such as:
  Gender – male or female

 Age – which may be a specific range, or an age range

 Religion

 Income

 Marital status

 Domestic, or international – who may be further divided into ‘country of

origin’ classifications.

A business may also use the following ‘loose’ classifications of customers to

describe them and differentiate between them:

 Regular customers – who use the business services on a ‘regular’ basis

 New customers – those who use the business for the first time

 Potential customers – those to whom the business has a chance to sell

something

 Prospects – people or businesses that have shown an interest in doing

business with, and buying from the organisation.

Suppliers

These are businesses or individual who provide products and services to the
organisation.

They may be:

 Wholesale businesses – these are businesses who sell only to the retail
sector. They will buy from a manufacturer and on-sell to the retail sector

 Retail businesses – who buy from wholesalers and on-sell to members of

the public, private individuals and other businesses

 Combined wholesalers-retailers.

Suppliers are important to businesses because they provide the goods a business
sells and they provide a variety of services (repairs and maintenance; advertising;
utilities) the business requires to sustain its ongoing presence in the marketplace.

Strategic partners
These are other businesses with whom a businesses has entered into a formal
business relationship with for mutual benefit.

They are called ‘strategic’ partnerships because they have been entered into
strategically, that is, for a quite definite and distinct reason (or set of reasons).

Strategic partnerships can be entered into because:

 There is a logical flow to the relationship – for example, a travel agency

having a strategic relationship with an airline, cruise line or hotel group is
a common sense relationship based on mutual need or benefit

 There is advantage to be gained from the relationship – a travel agency can

get priority seating and bookings with a company with which it has a
strategic relationship

 There can be mutual advertising and promotion at the one time – so the
one business promotes or recommends the partner whenever they are
making a sale of their own

 There is the potential to save money and generate extra sales.

Finance companies

These may be:

 Banks – with whom the business deals on a day-to-day basis to:

o Process purchases through electronic (debit and or credit) payments

o Obtain change

o Provide overdraft facilities.

 Financial institutions – used by the business for loans, lines of credit or

leasing facilities to:

o Purchase products and services

o Refurbish the property

o Extend and expand the business.

Other enterprises

These can be other business with whom a business has ‘arrangements’.

These arrangements can be:

 Service contracts – where the other business provides service, repair and or
maintenance services based on the terms of a legally binding contract

 Commission-based – where a business is entitled to receive a commission

from another business whenever it refers a sale to them, or makes a
booking on their behalf or with them

 Association- based – where a business belongs to an association, this

membership can automatically create a relationship with other businesses
who are also members of this association.

Employees

There is always a business relationship with workers.

This relationship is (in part) imposed by law and embraces issues such as:

 Remuneration

 Working conditions

 Industrial relations issues

 Insurance

 Occupational health and safety.

Industry bodies

Industry bodies can include

Government bodies, agencies or authorities with various industry, business or

employment-related obligations imposed on them under a range of legislation

 Unions – which represented the rights of workers and lobby on their behalf

 Peak industry bodies – which represent the interests of an

industry/industry sector to government, unions, the media, the public and
funding bodies.

Membership of these bodies is (usually) voluntary and they hold regular

meetings to:

 Enable networking
  Generate research data

 Share information

 Develop aims and objectives

 Seek and source funding

 Provide training.

Local authorities

Local authorities can include:

 Local councils – who may apply local by-laws and have local compliance
requirements across a range of environmental, health and planning issues

 Local offices of national government agencies or authorities – situated

locally to provide a base of operations for Inspectors to work out of, and a
nearby office for businesses to contact in the event they require information
or have to deal with the agency or authority.

SELF CHECK 3.1-1

Establish and Conduct Business Relationships

Identification: Identify the question

1. Give at least five (5) business relationships who can establish be

you.
 ANSWER KEY 3.1-1

1. Customers

2. Suppliers

3. Strategic partners

4. Finance companies

5. Other enterprises

6. Employees

7. Industry bodies
 8. Local authorities

INFORMATION SHEET 3.1-2

Build Trust and Respect in Business Relationship

Learning Objective:

After reading this INFORMATION SHEET, you must be able to:

1. Explain how to build trust and respect in business relationship

Introduction:

Establishing and conducting business relationships requires you build trust and
respect into these relationships.

This Section discusses the concepts of ‘trust’ and ‘respect’ identifying how
it can be created and maintained in business relationships.

Trust
Trust refers to the ability of your customers (and other stakeholders – suppliers,
government authorities) to believe you and believe you will do what you will say
you will do, when you say you will do it.

Trust is a result of actions and not promises.

This means you must:

 Be very careful about what you promise or say you will or can do – never
tell customers or potential customers what they want to hear if you
think/know the business cannot deliver on that promise

 Under-promise and over-deliver – if you tell a customer they will receive an

email within 24 hours send them one within the hour; if you tell a
customer they will save 5%, make sure they receive a 6%+ savings

 Read any contracts or agreements you sign – so you know the obligations
the business is under. For example, if your supplier requires payment
within 30 days, make sure they receive payment within this time

Trust means your customers can rely on you to deliver what you have promised,
when you have promised it and at the price you said it would be provided at.

Building trust requires many things to occur but most of them are relatively
simple to achieve:

 Follow-up on all things

 Honour promises made

 Make customers aware of any potentially negative aspects of a deal,

arrangement, contract or booking

 Give customers what they are entitled

 Advise them

 Maintain confidentialities

 Charge the prices quoted

 Advice suppliers when you have received more than what you ordered and
or more than what you paid for
Respect

Respect is the regard you have for customers and stakeholders.

It embodies and can be demonstrated by displaying – a range of factors such

as:

 Consideration for them

 Politeness and civility

 Getting to know their needs, wants and preferences

 Treating them differently to other people

 Acknowledging and showing appreciation for their time

 Recognising and appreciating the money they spend with you

 Never taking them for granted, ignoring them or providing them with sub-
standard products or services

 Identifying and showing due regard for individual differences

 Demonstrating ‘nothing is too much trouble

 Understanding every customer is a unique individual

 Demonstrating a genuine desire to be of service

The need for on-going trust and respect

Trust and respect are vital to all effective and mutually beneficial business
relationships regardless of whether the other party is a customer, supplier or
other.

Both ‘trust’ and ‘respect’ must be demonstrated on an on-going basis.

You cannot demonstrated trustworthiness once and believe, on that basis, the
customer will believe all future promises.

Trust needs to be evident in every transaction, dealing or contact for the life of the
relationship – it is a never ending pre-requisite to all business relationships.

Likewise, ‘respect’ must also be demonstrated in every contact.

For example:

 You must use the person’s

 You must keep appointment times

 You must be alert to their non-verbal communication

 You must refrain from being judgemental

 You must always dress appropriately

SELF CHECK 3.1-2

Build Trust and Respect in Business Relationship

Essay: Write your answer in the space provided 5 points each.

1. What is trust?

2. What is respect?

3. Based on your own idea, how to gain trust and respect?

 ANSWER KEY 3.1-2

1. Trust refers to the ability of your customers (and other stakeholders –

suppliers, government authorities) to believe you and believe you will do
what you will say you will do, when you say you will do it.

2. Respect is the regard you have for customers and stakeholders.

3. (based on the student answer)

Learning Outcome #2 Set and meet work priorities

Assessment Criteria:
1. Completing demands are prioritized to achieve personal, team and
organizational goals and objectives.
2. Resources are utilized efficiently and effectively to manage work priorities
and commitments
3. Practices along economic use and maintenance of equipment and facilities
are followed as per established procedures.

Contents:

1. Managing Work Priorities

Tools, Materials and Equipment and Facilities:

Personal Computer, Fax machine, telephone, writing materials, internet

References:

Internet
1) http://www.tesda.gov.ph
c CSS NCII TR
d CSS SAG
2) https://www.upskilled.edu.au/skillstalk/8-tips-for-managing-personal-work-priorities

LEARNING EXPERIENCES/ACTIVITIES

LO 2: Set and meet work priorities

Learning Activities Special Instructions
 1. Read the attached Information You can ask the assistance of your trainer
Sheet 3.2-1 on Managing Work explain further the topics you cannot
Priorities understand
2. Answer Self-Check 3.2-1 on Try to answer the Self-Check without
Managing Work Priorities looking at the information sheet
7. Compare your answer to
Answer Key 3.2-1.
After doing this activity, you are now ready to proceed to the next module
on Maintain professional growth and development.

INFORMATION SHEET 3.2-1

Managing Work Priorities

Learning Objective:

After reading this INFORMATION SHEET, you must be able to:

1. Know the tips for managing professional work priorities.

Introduction:
Managing your personal work priorities is at the core of being effective in the
workplace. Below we provide a few easy to implement ideas to assist you in your
endeavor to master the art of time management. 

Tips to manage work priorities

1. Step back and look at the bigger picture. Good managers are required to
step out of detail and look at the bigger picture. Sometimes it helps to go
back to the basics and read your position description have a look at the
organization chart to remind yourself exactly what you were hired to do,
and as a result, what your priorities should be. 
2. Establish your priorities. Categories your tasks by Importance and
Urgency. This will enable you to decide which matters regard your direct
attention, which matters you should delegate, which tasks you could
postpone and which tasks you can dump. Importance is the first factor of
establishing priorities. Urgency is second.
3. Allocate your time to the tasks that matter. The Pareto Principle, or the
80/20 rules, suggests that 20% of your efforts produce 80% of your results.
Before you begin a task ask yourself the question, “What will the outcome
be?”. Then you can try and avoid the time wasters. Record a time log for 3
days and monitor exactly what you’re spending your time on. What time
was spent on important or urgent tasks? How can you rearrange your time
and tasks to better fit the 80/20 rule?
4. Plan your weeks and daily task lists. Effective time management starts
with good planning, so plan your weeks and days, not at the beginning of
the day, allocate time on Friday afternoon to plan the week ahead. Daily
 tasks should be planned the evening prior to avoid distractions which often
occur first thing in the morning. Create to do lists, whether paper based or
electronic. There are also some great applications for smart phones and
tablets the manage your tasks, some are outlined here in our article 6 More
Apps to Help You Study and Be More Productive.
5. Manage your emails. Effective management of emails can have a big
impact on freeing up your time. Turn off pop-up notification emails;
allocate specific times during the day to check and respond to emails; set-
up automatic rules to file unimportant emails. 
6. Minimize distractions and interruptions. Avoid unnecessary meetings
and set boundaries for staff so you’re not being continually interrupted.
Learn how to say no (where appropriate).
7. Don’t procrastinate. For your most important tasks, allocate these to be
done first thing in the morning, and complete them prior to checking email
to avoid distractions. Inform your staff that you have a busy morning and
would prefer no interruptions unless necessary.

8. Keep your work space clean and organized. If your files and desk are well
organized, it’s going to be much quicker to find what you need and will save
you time in the long run. Allocate 1/2 an hour each week to do a quick
tidy-up and some filing to maintain your clean workspace.
 SELF CHECK 3.2-1

Managing Work Priorities

Identification: Identify the question

1. Give at least five (5) tips on how to manage work priorities.

 ANSWER KEY 3.2-1

Tips to manage work priorities

1. Step back and look at the bigger picture

2. Establish your priorities
3. Allocate your time to the tasks that matter
4. Plan your weeks and daily task lists
5. Manage your emails
6. Minimize distractions and interruptions
7. Don’t procrastinate

8. Keep your work space clean and organized

Learning Outcome #3 Maintain professional growth and

development

Assessment Criteria:
1. Trainings and career opportunities are identified and availed of based
on job requirements
2. Recognitions are sought or received and demonstrated as proof of career
advancement
 3. Licenses or certifications relevant to job and career are obtained and
renewed.

Contents:

1. Manage personal and professional development

Tools, Materials and Equipment and Facilities:

Personal Computer, Fax machine, telephone, writing materials, internet

References:

Internet
9. http://www.tesda.gov.ph
a CSS NCII TR
b CSS SAG
3) https://www.cv-library.co.uk/career-advice/development/5-ways-manage-professional-
development/#:~:text=Be%20intentional%20and%20plan%20your,of%20significant
%20training%20each%20quarter.

LEARNING EXPERIENCES/ACTIVITIES

LO 3: Maintain professional growth and development

Learning Activities
2. Read the attached Information
Sheet 3.3-1 on Manage
personal and professional
development
8. Answer Self-Check 3.3-1 on
3.
Manage personal and
professional development
1.
Special Instructions
You can ask the assistance of your trainer
explain further the topics you cannot
understand
Try to answer the Self-Check without
looking at the information sheet
 3. Compare your answer to
Answer Key 3.3-1.

INFORMATION SHEET 3.3-1

Manage Personal and Professional Development

Learning Objective:

After reading this INFORMATION SHEET, you must be able to:

1. Manage personal and professional development.

2. Know the ways on how to manage personal and professional development

Introduction:
There was a time when personal and professional development was provided and
managed by your employer.
You went on a few courses chosen by your company, said yes when you were
offered the chance to take on a new project and waited until the time was right to
move up or move on. But it’s not like that anymore.

These days, you are responsible for your personal and professional

development and you need to look for your own opportunities.

What do professional growth and personal development mean?

Professional growth is all about gaining new skills and experience. That means
your development is either related to your current role or the role you want to do
next.

Personal development fits alongside professional growth — so if you want to

progress in your career, you’ll need to develop personally first. That’s the only way
you’ll be able to handle your fears, take on more responsibility, and succeed with
greater challenges.

Why is professional development important?

Professional development isn’t only about climbing the greasy pole or earning
more money. It’s also about avoiding stagnation in your career and future-
proofing yourself.
When you expand your skills beyond your current role you’re preparing yourself
for more and that makes you more valuable to employers.

What are some examples of professional development opportunities?

An opportunity either enhances your brand or takes your career where you want
to go. Opportunities include:

 Managing bigger budgets, more people or larger projects

 Attending professional training or gaining sought-after qualifications
 Volunteering as a buddy or taking on corporate charity work
 Taking on a role to gain specific experience, knowledge or skills
 Raising your profile by public speaking or leading a sales presentation
 
5 ways to manage your personal and professional development

1. Set a clear goal about what you want to achieve. Once you have a clear
goal, you’ll find it easier to manage your personal and professional
development. You’ll be able to choose the training that stretches you
personally and gives you the experience you need to grow professionally.
2. Be intentional and plan your development. One of the best ways to
develop yourself and your career is to ensure you keep learning. Work out a
training plan for each year and aim to complete at least one piece of
significant training each quarter. If your employer only pays for training
that gives them a return on their investment, you may need to pay for it
yourself.

3. Look for and take the right opportunities. Training isn’t all about the
learning. You also need to find opportunities to use your new knowledge
and skills. But not all opportunities will be right for you and may not fit
your personal brand, so choose carefully.
4. Discuss your career plans with your manage. When it comes to personal
and professional development, it helps if your manager is on board
with your career plans. Since your manager will be signing off on your
training, select the right one to take on new projects when those chances
appear.

5. Set goals and measure your progress . The best way to manage your
development is to ensure you go through a regular process of
planning, taking action and reviewing your progress. You’ll be clear about
how you could improve your performance while seeing beyond day-to-day
frustration.

Develop yourself, develop your brand

The clearer you are about your brand image, the more easily you’ll find the right
personal and professional development opportunities. As you take on more
demanding roles, you’ll overcome your fears and limiting ideas about yourself.
 SELF CHECK 3.3-1

Manage Personal and Professional Development

Identification: Identify the question

1. Give the five (5) ways to manage your personal and professional
development.
 ANSWER KEY 3.3-1

5 ways to manage your personal and professional development

1. Set a clear goal about what you want to achieve

2. Be intentional and plan your development
3. Look for and take the right opportunities
4. Discuss your career plans with your manage
5. Set goals and measure your progress