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SITXHRM004 Roster Staff Homework

Assessment Method 1: Written Test

Q1 List two sources of information you could access to find out more about awards and other industrial provisions.

Q2: You are sourcing information on new apprenticeships. Where would you find this information?

Q3: Navigating the different modes of employment, minimum standards and rates of pay for the different awards and enterprise agreements can be a bit of a minefield. Where is the best place to source information on these topics?

Q4: With your knowledge of the differences between awards and enterprise agreements explain the impact that these have on your preparation of staffing rosters.

Q5: List six things you must confirm before preparing staff rosters to help avoid wage budget blowouts.

Q6: List seven of the key elements included in a modern award.

Q7: Why would an organisation use an enterprise bargaining agreement (EBA) rather than paying under a relevant industry award? Explain and provide two examples.

Q8: Depending on the mode of employment, employees are entitled to different leave entitlements. Based on the National Employment Standards (NES) what annual leave is each employee entitled to?

Employment mode

Leave entitlement

Full-time employee

Full-time shift worker

Part-time employee

Casual

Q9: Why would you choose an employee in a part-time capacity, rather than as a casual? Explain.

Q10: When would you choose a casual employee and what are the benefits when preparing rosters?

Q11: How are casual and contract employees compensated for lack of work security and entitlements?

Q12: How do your answers to Q8 to Q11 impact the preparation of a roster?

Q13: Award provisions for the Restaurant Industry Award 2010 require that full-time and part-time employees receive at least eight or ten hours off between their ordinary hours on one day and the start of their ordinary hours the next day. Under an EBA, can you reduce these hours?

Q14: The award sets out the maximum allowed shift hours. If I want to avoid paying meal breaks and allocating additional time on the rosters for paid breaks for a casual, how many hours can I roster them on for?

Q15: To adhere to break restrictions, to simplify rostering and keep wage costs down, list three common rostering tips an employer will aim to achieve.

Q16: Henry is a casual employee on $25 per hour 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. Jeff is a full-time employee and works 38 hours per week Monday to Friday.

How many hours did Henry and Jeff work on Monday?

According to the workload productivity data you gathered, only one staff member is required to work between 7.00 am and 2.00 pm. Is there a problem with the rostering on this shift? If yes, what is the cost? If no, explain why?

Q17: List four organisational policies which impact the preparation of staffing rosters.

Q18: Imagine you’ve just taken over a management role that involves rostering. What would you do to help create a fair rostering system?

Q19: In a small business one of the main variables each week is replacing permanent staff members while on rostered days off or leave. List five types of leave an employee may request.

Q20: Decisions on whether to grant leave other than annual leave to employees often comes down to organisational policies and human resource policies and procedures, and your ability to be fair and show fairness. Look at the various leave scenarios. Under which category of leave do they fall under?

Your leave options are: rehabilitation of injured workers, carers, compassionate and illness.

Scenarios

Leave category

Jodie sustained a brain injury after a car accident. She works full-time but needs time to visit a therapy centre two mornings a week.

Saskia has been off work with gastro for three days.

Jeena’s mother needs around-the-clock care. While they have a home nurse for the hours Jeena is not there, Jeena needs to look after her one morning a week every week for three hours to cover the gap.

Barry’s mother-in-law died and he wishes to attend the funeral.

Q21: Using the scenarios listed in Q20, which scenarios will impact your rostering on an ongoing, weekly basis? Identify the scenario by the person’s name(s).

Q22: Staff on approved leave (annual, long service, maternity, paternity, sick, jury service leave, etc.) are usually left on the roster, but with ‘leave’ listed beside their name. Why would you do this?

Q23: A business has two excellent part-time staff who are students paying their way through university. Their study is related to their field of work. During the study semester, they work 28 hours a week and during holidays they work around 32 hours a week. It’s hard when exams are on, because they are generally not available to work for a few weeks. Would you grant them study leave for their exams even though it is an inconvenience for rostering?

Q24: Explain four ways that rosters are an important management tool for controlling staff costs.

Q25: List five questions you could ask to determine the effectiveness of your rosters as a management tool.

Q26: List and explain three benefits of using rostering software or a rostering app.

Q27: What are the different formats used for and inclusions of staff rosters? List and briefly explain the three most widely used.

Q28: The style and format used to present rosters greatly varies from one business to another. Why would you use one format over another?

Q29: List three ways you can you communicate roster information to employees.

Q30: Why is it important that rosters are communicated in advance to staff?

Q31: Describe three benefits of having a multi-skilled workforce.

Q32: The social and cultural mix of your team will influence and place constraints on your rostering. Using examples, explain what this means and how it affects rostering in your workplace or organisation.

Q33: Why is it important for workplaces to consider flexible work arrangements and the personal circumstances of their social, cultural and skills mix of employees?

Q34: Why is it important for a business to create human resource (HR) policies and procedures that clearly identify leave entitlements and sociocultural issues (e.g., religious holidays, carers leave, etc.)?

Q35: One way to accommodate individual needs of employees is to have HR policies that allow flexible work arrangements. List five ways you can make work flexible and accommodate the needs of carers, employees with disabilities, religious beliefs, etc.).

Q36: Operational requirements of a business will also have a direct bearing on your rostering requirements. Whether you work in a hotel reception, a nursing home or major event, rostering needs to occur. Using these three examples, discuss the rostering requirements and which one will be the most challenging and time-consuming to roster.

Hotel reception

Nursing home

Event

Q37: Identify five ways you can use rosters to improve operational efficiency to meet the requirements of the business.

Q38: From time to time, business activity and income may exceed, or fall short of, what was predicted, and this will affect your labour costs. How does this affect your operation?

Q39: List three ways you can decrease labour costs to meet your wage budget.

Assessment Method 2: Case study

Case study -Part 1

Task 1: Planning and Rostering staff

Case study -Part 1-Template 1

China Bar: Hourly projection of sales

PJS- Projection of sales

TIME

Tues

Wed

Thurs

Fri

Sat

PJS

Staff Req

PJS

Staff Req

PJS

Staff Req

PJS

Staff Req

PJS

Staff Req

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: 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

Gia

STAFF SCHEDULE: FRIDAY

NAME

1000

1100

1200

1300

1400

1500

1600

1700

1800

1900

2000

2100

2200

2300

Hours

Hours worked

Gia

STAFF SCHEDULE: SATURDAY

NAME

1000

1100

1200

1300

1400

1500

1600

1700

1800

1900

2000

2100

2200

2300

Hours

Hours worked

Gia

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

Task 2: Complete timesheet

Case study – Part 1-Template 2

China Bar: Timesheets

The rates from the Hospitality Industry Award are updated periodically. For this reason, base your responses on the sample rates provided in the case study scenario. These may be different to the actual Hospitality Industry Award rates current at the time of assessment.

Timesheet

NAME:

WEEK ENDED:

CHINA BAR

CLASSIFICATION:

Day

Start

Finish

Start

Finish

Start

Finish

Normal hours

1.25

1.5

1.75

2

2.5

Total ordinary hrs

Other
penalty

Allowance

Daily labour cost

Mon

Tues

Wed

Thurs

Fri

Sat

Sun

TOTAL

X

1

1.25

1.5

1.75

2

2.5

ORDINARY HOURS

Total hours

x Rate

Subtotal

Plus other penalties/allowances

Gross pay

Timesheet

NAME:

WEEK ENDED:

CHINA BAR

CLASSIFICATION:

Day

Start

Finish

Start

Finish

Start

Finish

Normal hours

1.25

1.5

1.75

2

2.5

Total ordinary hrs

Other
penalty

Allowance

Daily labour cost

Mon

Tues

Wed

Thurs

Fri

Sat

Sun

TOTAL

X

1

1.25

1.5

1.75

2

2.5

ORDINARY HOURS

Total hours

x Rate

Subtotal

Plus other penalties/allowances

Gross pay

Timesheet

NAME:

WEEK ENDED:

CHINA BAR

CLASSIFICATION:

Day

Start

Finish

Start

Finish

Start

Finish

Normal hours

1.25

1.5

1.75

2

2.5

Total ordinary hrs

Other
penalty

Allowance

Daily labour cost

Mon

Tues

Wed

Thurs

Fri

Sat

Sun

TOTAL

X

1

1.25

1.5

1.75

2

2.5

ORDINARY HOURS

Total hours

x Rate

Subtotal

Plus other penalties/allowances

Gross pay

Case study -Part 2

Task 1: Create roster

Productivity and demand requirements for Cosy Chalet Ski Resort

Arrivals and departures for the next roster period

Motel

Mon

Total

Tues

Total

Wed

Total

Thurs

Total

Fri

Total

Sat

Total

Sun

Total

Departures

87

50

45

49

50

30

41

Stays

55

19

85

91

39

99

78

Total

Total labour cleaning hours

Total

GRAs

Total labour cleaning hours =

Case study -Part 2- Template 3

Cosy Chalet ski resort: Roster

Employee

Mon

Tues

Wed

Thurs

Fri

Sat

Sun

Total hours per employee

1

Jess (p/t)

123001

Rostered hours

No. of hours

2

Flo (p/t)

123019

Rostered hours

No. of hours

3

Thi Thi (p/t)

123677

Rostered hours

No. of hours

4

Shen (p/t)

123455

Rostered hours

No. of hours

5

Amanthi (p/t)

123555

Rostered hours

No. of hours

6

Lenny (p/t)

123456

Rostered hours

No. of hours

7

Philamina (p/t)

123098

Rostered hours

No. of hours

8

Neena (p/t)

123877

Rostered hours

No. of hours

9

Lenette (p/t)

123876

Rostered hours

No. of hours

10

Rui (p/t)

123665

Rostered hours

No. of hours

11

Pam (p/t)

123009

Rostered hours

No. of hours

12

Sierra (p/t)

1233798

Rostered hours

No. of hours

13

Sri (cas)

123676

Rostered hours

No. of hours

14

Rob (cas)

123676

Rostered hours

No. of hours

Total hours per day

Task 2-Write a short report

Based on Cosy Chalet Ski Resort’s roster, complete the following report:

List five factors that could influence how many GRAs are rostered on each day

Are part-time employees eligible for overtime? Explain

Brief what penalty rate would a part-time employee receive on a public holiday

Explain what is the difference between a penalty and an allowance?

Penalty rates are not cumulative. What does this mean

One of your GRAs accidentally broke a lamp in a guest room when cleaning it. Can you deduct these damages from their pay? Explain

One of your GRAs rostered on has had to have emergency surgery and won’t be in for two weeks. What options do you have to cover the roster

If you need help with understanding an industry award, where can you go for assistance

List what are your record keeping obligations as outlined by the Fair Work Act

Assessment Method 3 - Portfolio

Task 1: Complete the staff schedules and roster

  • Questionnaire Template 4

Questions you are planning to ask from the staff members during the consultation process.

Name of the Staff member

Questions to be ask

Sam

Q1

Q2

Q3

Alex

Q1

Q2

Q3

Lee

Q1

Q2

Q3

Kerry

Q1

Q2

Q3

Mannie

Q1

Q2

Q3

Template 5

Venetian: Planning schedules

STAFF SCHEDULE: SATURDAY

NAME

1000

1100

1200

1300

1400

1500

1600

1700

1800

1900

2000

2100

2200

2300

Hours

Hours worked

Mannie

Sam

Alex

Lee

Kerry

STAFF SCHEDULE: SUNDAY

NAME

1000

1100

1200

1300

1400

1500

1600

1700

1800

1900

2000

2100

2200

2300

Hours

Hours worked

Mannie

Sam

Alex

Lee

Kerry

Venetian: Roster sheet

Employee

Sat

Sun

TOTAL

Mannie

Full-time

Rostered hours

No. of hours

Sam

Casual

Rostered hours

No. of hours

Alex

Casual

Rostered hours

No. of hours

Lee

Part-time

Rostered hours

No. of hours

Kerry

Casual

Rostered hours

No. of hours

TOTAL

Rostered hours

No. of hours

Task 2: Write short answer

  • Answer all questions.

Q1: What changes (if any) did you need to make to your roster following consultation with group members?

Q2: During your consultation with group members, did you identify any opportunities to improve existing processes? If so, explain what they are.

Q3: In Task 1, you communicated verbally with group participants. What other methods can you use to communicate rosters?

Q4: Would you approve Kerry’s annual leave request? Why or why not?

Q5: List at least 2 adjustments you will do to improve the rostering process.

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