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Bug: ID SITXHRM002 ROSTER STAFF– Short answer SITXHRM002-Roster staff Worksheets SECTION 1: develop staff rosters Q1:Explain four ways that rosters are an important management tool. Q2:List five basic principles of good rostering. Q3:Explain how government legislation can impact roster writing. Q4:List four variables or constraints that can affect your roster. Q5:List three organisational policies which impact the preparation of staffing rosters. Q6:List six things you must confirm before preparing staff rosters. Q7:Why would an organisation use an EBA rather than paying under a relevant industry award? Explain and provide two examples. Q8:List two sources of information you could access to find out more about awards and other industrial provisions. Q9:List seven of the key elements included in a modern award. Q10:Discuss how you could assess or establish the productivity/service standards for a position. Q11:Why would you choose an employee in a part-time capacity, rather than as a casual? Explain. Q12:Describe three benefits of having a multi-skilled workforce. Q13:List three examples of how flexible work arrangements can be applied. Q14:Why is it important for workplaces to consider flexible work arrangements and the personal circumstances of their employees? Q15:Imagine you’ve just taken over a management role that involves rostering. What would you do to help create a fair rostering system? Q16:List and explain three benefits of using rostering software or a rostering app. SECTION 2: PRESENT AND COMMUNICATE ROSTERS Q1:What basic information should be contained on rosters? Q2:List three ways you can you communicate roster information to employees? Q3:What happens if you need to change a roster after you have already given it to staff? Q4:Henry is a casual employee and worked the following hours last week: Monday 07:00 to 12:00, Wednesday 12:00 to 16:00 and Saturday 13:00 to 17:00. What total hours did Henry work? SECTION 3: MAINTAIN ROSTERING RECORDS Q1:What methods can you use to record shift times completed by employees? Q2:What records relevant to rostering is the workplace required to keep? Q3:How do you ensure you keep employment records up to date? SECTION 4: EVALUATE ROSTERS Q1:List five questions you could ask to determine the effectiveness of your rosters? Q2:List two ways you could include feedback from colleagues in the evaluation of your rosters? Q3:What are four consequences of poor rostering? Q4:Identify five ways you can use rosters to improve operational efficiency. 6 2016 Edi Bug: ID SITXHRM002 - Roster staff Case Study D Learner assessment guide and evidence This assessment requires you to complete a roster and calculate timesheets within commercial time constraints. You are required to do the following. · Read the case-study scenario. · Complete Tasks 1 and 2 · Answer all the questions. · You are to provide answers to each of the questions in a separate document using MS Word or similar word processing tools. Your document should be professionally formatted with question retyped and answered, · You must answer all questions satisfactorily to achieve competency in the unit. Case study China Bar is an inner city bar trading from 11am to 11pm, Tuesday to Saturday inclusive. Your main trade is in beverages, but you also have a limited bar snack menu. Tuesday night is ‘happy hour’. Staffing The China Bar abides by the Hospitality Industry Award. Refer to this award when rostering and calculating your timesheets. Gia is your full-time staff member (a food and beverage attendant, grade 3) who works Tuesday to Saturday from 12:00 to 16:00 and 20:00 to 24:00 each day. Gia’s hours are already shown on the schedule and roster. Casual and part-time staff, who are all food and beverage attendants, grade 2, share the remaining hours. Their details are as follows. 1. Jenni: part-time, guaranteed ten hours per week 2. Don: casual, works Friday and Saturday only 3. Lily: casual, works any shifts 4. Pania: casual, doesn’t work Friday nights due to religious and family commitments 5. Hong: casual, works any shifts 6. Dragi: casual, can’t work Tuesday nights 7. Rosie: part-time, guaranteed ten hours per week 8. Tina: casual, works any shifts Productivity standards Each food and beverage attendant can handle a maximum of $300 per hour in bar sales, i.e., one employer for each $300 in sales. You require a staff member to start one hour prior to opening and stay back one hour after closing. Minimum wages The rates from the Hospitality Industry Award are updated periodically. For this reason, base your responses on the rates provided for you. This may be different to the actual Hospitality Industry Award rates current at the time of assessment. Level Classification Minimum weekly wage Minimum hourly wage 2 Food and beverage attendant, grade 2 $720 $19.50 3 Food and beverage attendant, grade 3 $745 $21.00 Employees will be entitled to the following additional penalty for work performed at the following times. (a) Monday to Friday – 7.00 pm to midnight: 10% of the standard hourly rate per hour or any part of an hour for such time worked within the said hours; (b) Monday to Friday–midnight to 7.00 am: 15% of the standard hourly rate per hour or any part of an hour for such time worked within the said hours. Meal allowance An employee required to work overtime for more than two hours without being notified on the previous day or earlier that they will be so required to work must either be supplied with a meal by the employer or be paid an allowance of $12.75. Broken periods of work Employees other than casuals who have a broken workday must receive an additional allowance as follows. Where the time between periods of work is two hours and up to three hours, an allowance per day equal to 0.33% of the standard weekly rate; or Where the time between periods of work is more than three hours, an allowance per day equal to 0.5% of the standard weekly rate. Task 1: Roster staff · Using the productivity standards outlined in the case-study scenario, determine how many staff you need at each hour of the day. · Record your answers on the China Bar: Hourly projection of sales table. · Transfer this information to the China Bar: Planning schedules. · Allocate shifts according to the schedule requirements, taking into account staff availability. · Transfer the shifts from the staff schedules to the China Bar: Roster sheet. Total the hours for each staff member and the roster period. · Proofread your roster to check that you have the exact number of people on at each hour of the day according to the hourly projection of sales, and that you have abided by the Hospitality Award conditions and the availability of staff. China Bar: Hourly projection of sales TIME Tues Wed Thurs Fri Sat 1000-1100 1100-1200 $250 $250 $250 $400 $100 1200-1300 $350 $345 $390 $700 $350 1300-1400 $500 $400 $450 $750 $450 1400-1500 $450 $430 $400 $480 $380 1500-1600 $200 $200 $315 $200 $200 1600-1700 $150 $180 $180 $400 $290 1700-1800 $610 $500 $450 $900 $500 1800-1900 $1250 $630 $680 $1250 $720 1900-2000 $1300 $890 $360 $1320 $1230 2000-2100 $400 $500 $340 $1400 $930 2100-2200 $340 $200 $200 $950 $1000 2200-2300 $200 $150 $110 $400 $580 2300-2400 TOTAL Total hours: China Bar: Roster sheet Employee Tues Wed Thurs Fri Sat TOTAL Gia Full-time Rostered hours 1200-1600 2000-2400 1200-1600 2000-2400 1200-1600 2000-2400 1200-1600 2000-2400 1200-1600 2000-2400 No. of hours 8 8 8 8 8 40 Jenni Part-time Rostered hours No. of hours Don Casual Rostered hours No. of hours Lily Casual Rostered hours No. of hours Pania Casual Rostered hours No. of hours Hong Casual Rostered hours No. of hours Dragi Casual Rostered hours No. of hours Rosie Part-time Rostered hours No. of hours Tina Casual Rostered hours No. of hours TOTAL Rostered hours No. of hours UNIT TITLE AND CODE– Multiple choice 6 2016 Editi China Bar: Planning schedules STAFF SCHEDULE:TUESDAY NAME 1000 1100 1200 1300 1400 1500 1600 1700 1800 1900 2000 2100 2200 2300 Hours Hours worked Gia STAFF SCHEDULE:WEDNESDAY NAME 1000 1100 1200 1300 1400 1500 1600 1700 1800 1900 2000 2100 2200 2300 Hours Hours worked Gia STAFF SCHEDULE:THURSDAY NAME 1000 1100 1200 1300 1400 1500 1600 1700 1800 1900 2000 2100 2200 2300 Hours Hours worked