roster staffing and basic roster excel file, Assignments of Economic policy

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Roster Staff

Rojan Shrestha (11856949) 9 /19/

Contents

• Introduction..........................................................................................................................
• Summary.............................................................................................................................
• Roster’s development and adjustments..............................................................................
  • Maximization of operational efficiency and customer service levels..................................
• Cultural considerations and broader organisational policies effects on rosters..................
• Communication process for roster......................................................................................
• Update staff records and maintain or store.........................................................................
• Monitor effectiveness of rosters in consultation with colleague..........................................
• Roster development processes...........................................................................................
• The difference: The Fair Work Commission and The Fair Work Ombudsman...................
• Restaurant Awards..............................................................................................................
• Conclusion...........................................................................................................................
• Recommendations...............................................................................................................
• References..........................................................................................................................

Cultural considerations and broader organisational policies effects on

rosters

There will be a range of people, with differing needs who choose to work in the hospitality industry. These people will come from a range of backgrounds and can have experiences and cultural values and customers that might be quite different form your own. The different people working in an organisation must learn to accommodate each other's differences and cooperate with each other-to accept and to value difference. When drawing up rosters it will be necessary to take into consideration cultural differences and the individual needs and preferences of employees as well as broader organisational policies. We can do it by putting in place of non-discriminatory management practices, consider the caring responsibilities of employees, and consider individual needs and preferences. Some employees might, for instance, be unable, due to religious affiliations, to work on certain days of the week. Cultural background might dictate an employees' commitment to family, religious holidays/ celebrations/ observances, sometimes require time off to attend to funerals of extend family members. and similar commitments might impact on the ways in which rosters are drawn up or might necessitate changes to rosters. It is, however, necessary that the organisation make all reasonable allowances for the cultural needs of staff. Imposed changes to the roster pattern of an employee with caring responsibilities can create additional problems if the employee is unable to make arrangements for care and could lead to the employee's resignation.

Communication process for roster

Rosters should be printed and placed on the same notice aboard at the same time every fortnight. Alternately, rosters might be presented in electronic format, to which all staff must have free access. Regardless or format and method, staff must know where, when and how they can access the roster information. The people who are working with a roster must understand it and it must be produced regularly so that each employee is able to organise their working week efficiently. Most awards and enterprise agreements have a condition that rosters be posted in advance, usually 7 - 14 days. Any changes to rosters must be by mutual agreement between staff and management. We need to consult with colleagues to determine optimum staffing levels for the period the roster will cover. While consulting with colleague we should consider the availability, might have other commitments or preferences regarding the times they will work, cost of wages per employee, skills of the employees, and the fit of the employees within different team or departments.

Update staff records and maintain or store

Employee’s personal data, and information can be sensitive in nature, for example, name, addresses, dob, ids (photo id, passport), bank account details, TFN, ABN, employment history, information about a person’s health, criminal record,

professional or trade union memberships. Commonwealth privacy laws set a higher standard for collecting and handling sensitive personal information. The collected information can be used to establish the communication for exchanging or updating any kind of changes in government policies Its employee’s responsibility to provide the accurate personal information and keep their information up to date. According to legislation/organisation procedure storage of paper records including personnel and human resource files in appropriately secure, locked cabinets.

Monitor effectiveness of rosters in consultation with colleague

The restaurant processes and procedures need to be monitored to ensure that they are achieving what they are intended to achieve. The rostering process also needs to be monitored and evaluated. In order to do this will be necessary to consult with colleagues and to collect information about how well the rostering system is working. Monitoring and evaluating procedures involve collecting and analysing data. Data might be qualitative-opinions and ideas and suggestions-or it might be quantitative data which is based on numbers-how many, how much, and how other, etc. By collecting and analysing data and monitoring and evaluating the rostering system it becomes possible to identify any problems or issues associated with system. Identified problems can be resolved and the system can be improved to ensure that it meets the needs of all those who use it or are directly affected by it. The monitoring and evaluation process will also highlight what is working well. Data collection and analysis, and consultation with colleagues might show that, in some cases, the numbers of staff rostered on are insufficient, staffs who are working long shifts are stressed and unable to provide the service level required by customers. The rostering system can be adjusted to ensure that there are sufficient staff rostered on at all times with regular breaks, and staffs doesn’t have to be stressed because of the long shifts. By consulting with colleagues and by observing customer service processes it should be possible to determine whether the number of staff and the right staff-in terms of skills and competence- are being rostered on as needed. Monitoring will also be needed to ensure that wages expenditure is not exceeding the projected or forecast expenditure. If it does exceed the forecast, it might be necessary to change the rostering structure or to adjust the wages budget.

Roster development processes

Rostering system is an essential component of a successful restaurant. Having the right number of staff working when you need them ensures the service runs smoothly, and keeps your customers satisfied and coming back for more. Rosters and roster development processes may be improved in following ways:  Role rostering reverses the usual system of creating a roster based around what individual staff members want. First, work out the allocation of shifts and responsibilities, costing out this plan according to hourly wages, and then add the different staff roles required for each shift.  Share of the top shifts for waitstaffs are always better than others in terms of stress and tips. These are the shifts that need the most careful management, and we need to share these around fairly to ensure all staff members get their turn.

work in and the type of job worked. Every award has information about who it covers. The key areas that covered by the restaurant award are:  Hours of work a. Maximum number of hours that may be worked on a day is 11.5 hours excluding the meal breaks b. an employee who is rostered to work more than 10 ordinary hours on more than 3 consecutive days is entitled to a break of at least 48 hours after the last consecutive day on which the employee works more than 10 ordinary hours c. 5 hours or more and up to 10 hours roster working employee must take break after the first hour of work and within the first 6 hours of work. d. Employees working more than 10 hours must take meal break and 2 additional 20 min paid rest breaks  Wages and allowances a. Employees have to be paid the right pay rate for all time worked including training, team meetings, opening and closing the business, working unreasonable trial shifts. b. Allowances are extra payments made to employees who do certain tasks or have a particular skill, use their own tools at work and work in unpleasant or dangerous conditions.  Superannuation Employers have to pay superannuation contribution of 10% of an employee’s ordinary time earnings. All types of employment entitlement are eligible for the superannuation and has to be paid at least every 3 months in the employee’s nominated superannuation account.  Penalty rates Employees often gets a higher pay rate when working at weekends, public holidays, overtime, late nights shifts, early morning shifts.  Leaves and public holidays a. Annual leaves: the entitlement to annual leave comes form the National Employment Standard. All employees except casual employees get paid annual leaves. Annual leave accumulates form the first day of employment, even if an employee is in a probation period. b. Sick and carer’s leave: sick and carer’s leave is also known as personal leave. This leave can be used when an employee is ill or injured. An employee may have to take time off to care for an immediate family or household member who is sick or injured or help during a family emergency. This is known as carer’s leave. c. Maternity and parental leave: parental leave entitlement includes maternity leave, paternity and partner leave, adoption leave, special maternity leave, a safe job and no safe job leave. Maternity leave is leave that can be taken after an employee gives birth, an employee’s spouse give birth, and employees are entitled to up to 12 months of unpaid leave. They can also request up to an additional 12 months of leave.

d. Community service leave: employees, including casual employees, cam take community service leave for activities such as voluntary emergency management activities or jury duty. e. Long service leave: an employee gets long service leave after a long period of working for the same employer. Most employees’ entitlement to long service leave comes form long service leave laws in each state or territory.

Conclusion

This report has highlighted and explained what manager must know to operate the restaurant efficiently. Manager should be responsible for overseeing the daily operations of a restaurant, hiring and training staffs, ensure all staffs are following restaurant policies and procedures, and creating work schedules. This report explains briefly about the employment entitlements, allowances, minimum and maximum working hours, minimum and standard employees pay rates, use of correct meal, penalty rates, restaurant awards, leaves entitlements, and fair work policies.

Recommendations

My recommendation for manager is that they needs to comply the legal requirements, regulations and restaurant policies and procedures in such a manner that help on continuous improvement and motivate the employees. We should always focus on promoting the equal opportunities to all types of employment entitlements according to their legal rights by creating the support for local communities through socio-economic initiatives, and cultural considerations and broader organisational policies.

References

https://awardviewer.fwo.gov.au/award/show/MA https://www.fairwork.gov.au/pay/tax-and-superannuation#1728- https://www.fairwork.gov.au/pay/penalty-rates-and-allowances#1677- https://www.fairwork.gov.au/pay/paying-wages#1702-