Teaching TeamHOSPITALITYStudent NameAnil DuraStudent No.CBC190157TeacherParminderSemester/Year2021Program Name and CodeSIT50416 – DIPLOMA OF HOSPITALITY MANAGEMENTUnit Name and Code SITXHRM002 – ROSTER STAFFAssessment Description and VersionASSESSMENT C – WORK BOOK – SHORT ANSWER INSTRUCTIONS TO CANDIDATES This assessment is made up of short answer questions. The questions are divided into sections according to the elements within the unit of competence. There are four sections in this unit.You are required to provide a response to all questions in each section. You may source information to answer the questions from the learner guide, multimedia or paper-based resource for this unit. There may be variations to these Instructions to Candidates for specific examinations. Your assessor will explain any specific requirements. Result S = Satisfactory NS = Not Satisfactory NA = Not AssessedReassessment S = Satisfactory NS = Not Satisfactory NA = Not AssessedAssessment C❑ Work Book – Short AnswerS | NS | NAS | NS | NAComments and Feedback:The Students overall result was:□ Satisfactory□ Unsatisfactory□ Resit Required Student NameAnil DuraAssessor NameStudent SignatureAnilAssessor SignatureDateDate 1: Section Develop staff roster 1. Identify the type and name of the award, workplace or enterprise agreement you are working to. (If you are not working in the hospitality, events or tourism industries, name the most common industrial agreement / award used by people working in your industry). SIP Annual Awards 2019 Certificate of excellence award to Cassandras o the park for outstanding employer engagement and support of students participating in vocational education and training (VET) work placement. 2. Briefly describe the following employment modes in terms of working hours, wages, leave and other entitlements. Employment ModeDescriptionFull-timeFull time employees work on a regular basis for an average of 38 hour per week. An employee actual hour of week is agreed between the employer and the employee and are set by an award or registered agreementRegular part-timePart time employees usually work less than 38 hour per week and generally have regular hour. They receive the same wages and condition as full-time employee on a proportionate or pro rate basis according to the hours they workCasualCasual employees are engaged on an irregular basis according to the business demand and have no expectation of ongoing work, no obligation to accept offers of work, no sick or annual leave pay.Fixed-term contractFixed term employee can work full or part time and entitled to the same leave entitlements as permanent staff but on a pro rate basis, depending on the length of employment 3. Briefly describe how wage budgets are generally determined. 4. List two ideas on how operational efficiency can be maximized at your workplace without increasing wage costs in roster development. i. Provide training to employees ii. Split shifts 5. List an appropriate example of how a staff member’s duties can be combined to ensure effective use of staff. When staff duties are combined and rationalised, even if it is only for short periods, it can be very helpful. For example, supervisors and managers may struggle to cover shifts when staff are on breaks, or call in sick. Often they end up working the shift themselves, which is not always an effective use of their time. However, if you have multi-skilled staff, you have more options for covering gaps. 6. What could you do to make sure you have a thorough understanding of the individual skills of each employee so that rosters can be drawn up effectively? 7. List and explain at least one benefit of using the specific skills of an employee when drawing up rosters so that the needs of the enterprise are met. Employee satisfaction Under a rotating roster, managers enjoy far more flexibility when it comes to accommodating staff requests. Employees can choose shifts according to their individual needs, and request leave without shaking up the system. Studies have shown that workplace flexibility helps to build staff morale, which ultimately translates to increased productivity, loyalty and general wellbeing. 8. Identify and explain one example of how an enterprise can make allowances for the cultural needs of an employee when rosters are being drawn up. 9. Explain why it is good practice to consult with and gain input from colleagues when drawing up staff rosters. Section 2: Present and communicate rosters 10. Explain the meaning of these typical rostering abbreviations. AbbreviationMeaningADO. Accrued day off, often used in enterprises where staff work a nine day fortnight or 160 hours per four week periodALAnnual LeaveLWOPLeave without payMatMaternity leavePDProfessional development or conferencePub HolPublic HolidaysRDOA rostered day off (RDO) is a day in a roster period that an employee doesn’t have to workTOILTime off in lieu (TOIL) for overtime. This means that where an employee works overtime, they can request to have their overtime hours given to them as time off, rather than having it paid as overtime. 11. List some of the benefits to the enterprise of using roistering software programs to create and display rosters. Businesses that use roistering software often experience a reduction in absenteeism and tardiness. This is because the software automatically considers their availability. Availability can change. There’s an increased need for flexible scheduling and the option to set your own availability.Some benefits are following the below: Save on Labour CostsReduced Absenteeism and TardinessImproved Quality of ServiceImproved Management Control 12. List one advantage and one disadvantage of presenting rosters up to 14 days in advance of when they take effect. . 13. Describe how rosters are communicated at your workplace. (If not currently working, explain how you would ideally like to be notified of the days and times you are required to work.) Rosters are an essential communication device between management and its employees. Without rosters, staff would not know when to turn up for work, where they are working, when to take breaks, when to go home or when to take days off, making the workplace inefficient, unworkable and chaotic at best. Rosters must be displayed in a manner that is easily accessible, at all times, to the staff that may require information from them. In smaller organizations, this may be a central notice board or staff room Place a printed roster on the notice board in your department Email or SMS the roster to each employee Place a copy of the roster in each employee’s pigeon-hole Upload the roster to the Intranet Section 3: Maintain staff records 14. Explain why many enterprises require employees to get their timesheets checked and signed by their supervisors or manager at the end of each shift. . 15. Why are timesheets or clock cards used to calculate wages rather than using the roster? Time sheets offer more flexibility for reporting information, allowing you to break down employee hours into different categories A timesheet is a data table which an employer can use to track the time a particular employee has worked during a certain period. 16. Why is it important to maintain accurate and up-to-date employee files and staff records? 17. List five pieces of information that should be kept up-to-date and stored in employee files. Section 4: Evaluate rosters 18. Why is it necessary to monitor the effectiveness of rosters in consultation with colleagues, including managers, supervisors and the employees that appear on the rosters? An efficient roster can help managers track which employees are performing well and which employees are underperforming . It can also help track which employee performs best on which shift etc. This can ultimately help managers , supervisors and leaders refine the roster plan by slotting employees into the right shifts. 19. List and briefly explain three methods for gathering and monitoring the effectiveness of rosters. 20. Explain some of the problems associated with not identifying and acting on rostering problems.
