10:00:00
Cost Controller
https://goo.gl/KfhYzQ
Cost Controller
Cost Controller
Role Purpose
https://goo.gl/KfhYzQ
Will be responsible for taking care of F&B Cost, Store, Receiving, and Restaurant Assets. Manage all responsible areas accurately, report and summarize all cost concerns
Levels 2
Theme Diagnostic Judgement
WL Titles Operational Management
Levels Descriptors 58 First real level of problem solving
58 Accountable for Level 1 staff
58 Responsible for Implementing Changes
58 Recommends changes to higher levels
58 Delivers against Budgets
Typical Roles First Line Managers/Specialists
Possible Bands 6 to 9
Accountabilities
Core Accountabilities 58 The role-holder may be accountable for the quality of service afforded to customers and/or for controlling costs in the core processes.
58 The role-holder is commonly required to work within a set framework of policies and processes and to make suggestions to higher management before changing that framework.
58 They will often define or establish processes, procedures or routines for direct reports, and monitor the effectiveness of such processes.
Resource Complexity 58 The role-holder is commonly responsible for directly managing a budget or stock of resources, and for managing one or more direct reports.
58 Management responsibilities will likely include assigning tasks to direct reports, recognising performance and influencing rewards, vetoing selection and initiating removal from the role.
58 Professional knowledge or accreditation is often required to perform the role effectively.
Problem Solving 58 Many of the problems faced by the role-holder do not have predetermined guidelines, routines or procedures for solution.
58 The role-holder is often required to exercise judgement based on accumulating information about a situation or problem and undertaking some form of analysis or diagnosis.
58 The role-holder is often required to use their own specialist knowledge and expertise to solve problems.
Discretionary Authority 58 The role-holder is often empowered to make changes in their own, or their direct reports?, work processes or schedules without reference to a higher authority.
58 Guidelines are often provided to direct reports defining the limits of their authority to change work processes or schedules.
58 The role-holder is commonly set targets by a higher authority to improve the performance or productivity of a work process or schedule for which they are accountable.
Internal Collaboration 58 The role-holder is commonly required to collaborate with others above the front-line, many of whom are on different sites or locations.
58 Collaboration is commonly for the purposes of reviewing or inter-facing the processes for which they are accountable or for framing and supporting the work of front-line colleagues.
External Interaction 58 Most, if not all, external contacts of the role-holder are specified or agreed in advance by a higher authority.
58 Effective external relationships are often required to be maintained with a prescribed set of external suppliers, often with a view to assessing or improving the quality of service to customers.
Time Span of Discretion 58 Three months to one year.
Competencies Based on Level
Setting Directions 58 Sets, communicates and holds self and others accountable for delivery of stretching, short-term work objectives.
58 Continuously reviews and acts to remove obstacles to achieving progress.
Applying Resources 58 Carefully applies the expertise of self and others to deliver specific short-term work objectives.
58 Ensures the effective co-ordination of technology and processes to achieve short-term work objectives.
Solving Problems 58 Identifies concrete solutions to non-routine problems within a framework of existing products, processes, systems or knowledge.
58 Takes decisive action based upon a technical or professional analysis of different situations.
Managing Change 58 Identifies and proposes modifications to existing routines or processes to deliver better performance and service.
58 Makes agreed changes to existing routines and processes happen.
Influencing Colleagues 58 Adapts influencing style and behaviour to deliver short-term results, when dealing with different situations, cases, individuals or teams.
58 Uses personal technical and/or professional know-how to gain commitment to short-term objectives.
Managing the Environment 58 Focuses on the needs of specific customers and seeks to resolve their issues and concerns.
58 Maintains effective working relationships with a prescribed set of external suppliers.
Time Horizon 58 Focuses time and energy on tasks that have a targeted completion time of at least 1 year.
58 Proactively seeks a context for work which extends beyond 1 year.
Company – Location
Riyadh – KSA (Primary)
https://goo.gl/KfhYzQ
Cost Controller
Cost Controller
Role Purpose
https://goo.gl/KfhYzQ
Will be responsible for taking care of F&B Cost, Store, Receiving, and Restaurant Assets. Manage all responsible areas accurately, report and summarize all cost concerns
Levels 2
Theme Diagnostic Judgement
WL Titles Operational Management
Levels Descriptors 58 First real level of problem solving
58 Accountable for Level 1 staff
58 Responsible for Implementing Changes
58 Recommends changes to higher levels
58 Delivers against Budgets
Typical Roles First Line Managers/Specialists
Possible Bands 6 to 9
Accountabilities
Core Accountabilities 58 The role-holder may be accountable for the quality of service afforded to customers and/or for controlling costs in the core processes.
58 The role-holder is commonly required to work within a set framework of policies and processes and to make suggestions to higher management before changing that framework.
58 They will often define or establish processes, procedures or routines for direct reports, and monitor the effectiveness of such processes.
Resource Complexity 58 The role-holder is commonly responsible for directly managing a budget or stock of resources, and for managing one or more direct reports.
58 Management responsibilities will likely include assigning tasks to direct reports, recognising performance and influencing rewards, vetoing selection and initiating removal from the role.
58 Professional knowledge or accreditation is often required to perform the role effectively.
Problem Solving 58 Many of the problems faced by the role-holder do not have predetermined guidelines, routines or procedures for solution.
58 The role-holder is often required to exercise judgement based on accumulating information about a situation or problem and undertaking some form of analysis or diagnosis.
58 The role-holder is often required to use their own specialist knowledge and expertise to solve problems.
Discretionary Authority 58 The role-holder is often empowered to make changes in their own, or their direct reports?, work processes or schedules without reference to a higher authority.
58 Guidelines are often provided to direct reports defining the limits of their authority to change work processes or schedules.
58 The role-holder is commonly set targets by a higher authority to improve the performance or productivity of a work process or schedule for which they are accountable.
Internal Collaboration 58 The role-holder is commonly required to collaborate with others above the front-line, many of whom are on different sites or locations.
58 Collaboration is commonly for the purposes of reviewing or inter-facing the processes for which they are accountable or for framing and supporting the work of front-line colleagues.
External Interaction 58 Most, if not all, external contacts of the role-holder are specified or agreed in advance by a higher authority.
58 Effective external relationships are often required to be maintained with a prescribed set of external suppliers, often with a view to assessing or improving the quality of service to customers.
Time Span of Discretion 58 Three months to one year.
Competencies Based on Level
Setting Directions 58 Sets, communicates and holds self and others accountable for delivery of stretching, short-term work objectives.
58 Continuously reviews and acts to remove obstacles to achieving progress.
Applying Resources 58 Carefully applies the expertise of self and others to deliver specific short-term work objectives.
58 Ensures the effective co-ordination of technology and processes to achieve short-term work objectives.
Solving Problems 58 Identifies concrete solutions to non-routine problems within a framework of existing products, processes, systems or knowledge.
58 Takes decisive action based upon a technical or professional analysis of different situations.
Managing Change 58 Identifies and proposes modifications to existing routines or processes to deliver better performance and service.
58 Makes agreed changes to existing routines and processes happen.
Influencing Colleagues 58 Adapts influencing style and behaviour to deliver short-term results, when dealing with different situations, cases, individuals or teams.
58 Uses personal technical and/or professional know-how to gain commitment to short-term objectives.
Managing the Environment 58 Focuses on the needs of specific customers and seeks to resolve their issues and concerns.
58 Maintains effective working relationships with a prescribed set of external suppliers.
Time Horizon 58 Focuses time and energy on tasks that have a targeted completion time of at least 1 year.
58 Proactively seeks a context for work which extends beyond 1 year.
Company – Location
Riyadh – KSA (Primary)
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