Training Manual - SITXHRM002 - Roster Staff

1
SITXHRM002 Roster staff

TRAINING MANUAL
William Angliss Institute of TAFE
555 La Trobe Street
Melbourne 3000 Victoria
Telephone: (03) 9606 2111
Facsimile: (03) 9670 1330
Acknowledgements
Writer: Nicholas Hyland
© William Angliss Institute 2017. All text and images unless otherwise stated.
All rights reserved. This Training Manual was produced by William Angliss Institute to be
used as resource material for its enrolled students only; and as such they have the authority
to print out this material. Any further copying or communicating of this material in any format
or via any means may only be done so with the prior documented permission of William
Angliss Institute. William Angliss Institute does not have the authority to give permission for
third party materials that may be included in this resource.
Disclaimer
Every effort has been made sure that this manual is free from error or omissions. However,
you should conduct your own enquiries and seek professional advice before relying on any
fact, statement or matter contained in this book. William Angliss Institute is not responsible
for any injury, loss or damage as a result of material included or omitted from this course.
Information in this module is current at the time of publication. The time of publication is
indicated in the date stamp at the bottom of each page.
Images have been sourced from Shutterstock and are used under Creative Commons
licence.
Photography suppliers and other third party copyright owners and as such are non-
transferable and non-exclusive.
This booklet was produced by William Angliss Institute to be used as resource material.
© William Angliss Institute 2017
Table of contents
William Angliss Institute ........................................................................................................ 1
Unit descriptor ....................................................................................................................... 3
Assessment matrix ................................................................................................................ 5
Glossary................................................................................................................................ 7
Element 1: Develop staff rosters ........................................................................................... 9
Element 2: Present and communicate rosters ..................................................................... 55
Element 3: Maintain rostering records ................................................................................. 63
Element 4: Evaluate rosters ................................................................................................ 73
Presentation of written work ................................................................................................ 79
Recommended reading ....................................................................................................... 81
Trainee evaluation sheet ..................................................................................................... 83
Trainee self-assessment checklist....................................................................................... 85

Training Manual
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Training Manual
William Angliss Institute
William Angliss Institute

William Angliss Institute was named after the late Sir William Angliss, MLC, whose generous
donations and personal efforts were instrumental in the foundation of the Institute, which
opened as the William Angliss Food Trades School in 1940.
The Institute provided training in pastry cooking, retail butchery and smallgoods, bread-
making and baking, as well as cookery and waiting. In the late 1960s the school expanded
into training for the hospitality industry, and in the late 1980s into the broader tourism-related
courses.
Today, William Angliss Institute is a national and international provider of education and
training programs, consultancy services and human resource development solutions for the
tourism, hospitality and foods industries.
The Institute is the largest single-purpose government educational institute of its kind in
Australia, offering short courses, apprenticeship, certificate, diploma, advanced diploma,
degree and graduate courses. William Angliss Institute’s portfolio of skill and career
development programs spans a diverse range of hospitality, tourism and foods-related
disciplines. This includes generalist and specialist programs with options for delivery in the
workplace, on-campus and online.
Educational and industry expertise includes:
 Tourism  Coffee making and barista training
 Retail travel  Patisserie
 Hospitality management / operations  Bakery

 Hotel management  Butchery and meat retailing
 Ecotourism  Confectionery manufacturing
 Meeting and event management  Food science and technology
 Resort management  Business and retail management
 Professional cookery  Marketing and human resources
In addition to over 1000 international students enrolled at William Angliss Institute in

Melbourne and off-shore campuses, a comprehensive network of government, industry and
education partnerships provide students and Institute staff with a world of opportunities.
Recognition of Prior Learning (RPL)
If you’ve got previous qualifications or relevant work/life experience, you may be eligible for
exemptions in your course through our RPL process. For more information, check out our
RPL brochure available from the Information Centre.
For further information:
Phone: (03) 9606 2111

Fax: (03) 9670 0594
Web: www.angliss.edu.au

Training Manual 1
Introduction to trainee manual

2 Training Manual
Unit descriptor
Unit descriptor
This unit deals with the skills and knowledge required to roster staff in a range of settings
within the tourism and hospitality industries.
Element 1: Develop staff rosters

Performance Criteria
1.1 Develop rosters according to relevant industrial agreement and other considerations
and wage budgets.
1.2 Maximise operational and customer service efficiency while minimising wage costs.
1.3 Combine duties where appropriate to ensure effective use of staff.
1.4 Roster teams with the most complementary skills mix to meet operational
requirements.
1.5 Take account of social and cultural considerations and broader organisational
policies that affect staff rosters.
1.6 Consult with colleagues to ensure input to rosters.
1.7 Use roster system and equipment to administer rosters.
Element 2: Present and communicate rosters

2.1 Present rosters in required formats to ensure clarity of information according to
organisational standards.
2.2 Communicate rosters to appropriate colleagues within designated timeframes.
Element 3: Maintain rostering records

3.1 Administer records of shift time completed by employees or contractors.
3.2 Maintain staff rostering records according to organisational procedures.
Element 4: Evaluate rosters

4.1 Monitor effectiveness of rosters in consultation with colleagues.
4.2 Identify ways in which rosters and roster development processes may be improved
and take appropriate action

Training Manual 3
Unit descriptor

4 Training Manual
Assessment matrix
Assessment matrix
Showing mapping of Performance Criteria against Work Projects, Written
Questions, Oral Questions and Assignment.
The Assessment Matrix indicates three of the most common assessment activities your
Assessor may use to assess your understanding of the content of this manual and your
performance - Work Projects, Written Questions, Oral Questions and Assignment. It also
indicates where you can find the subject content related to these assessment activities in
the Trainee Manual (i.e. under which element or performance criteria). As explained in the
Introduction, however, the assessors are free to choose which assessment activities are
most suitable to best capture evidence of competency as they deem appropriate for
individual students.
Work Written Oral Assignment

Projects Questions Questions
1.1 Develop rosters according to 1.1,1.8 1,2,3,4,5,6 1 1,2,3,4,5,6
relevant industrial agreement
and other considerations and
wage budgets.
1.2 Maximise operational and 1.2,1.8 7 2 2,3,4,5,7
customer service efficiency
while minimising wage costs.
1.3 Combine duties where 1.3,1.8 8 3 2,8
appropriate to ensure
effective use of staff.
1.4 Roster teams with the most 1.4,1.8 9 4 2,3,4,5,9
complementary skills mix to
meet operational
requirements.
1.5 Take account of social and 1.5,1.8 10,11 5 2,10
cultural considerations and
broader organisational
policies that affect staff
rosters.
1.6 Consult with colleagues to 1.6,1.8 12 6 11
ensure input to rosters.
1.7 Use roster system and 1.7,1.8 13 7 2,3,4
equipment to administer
rosters

Training Manual 5
Assessment matrix
Work Written Oral Assignment

Projects Questions Questions
2.1 Present rosters in required 2.1 14 8 2,12
formats to ensure clarity of
information according to
organisational standards.
2.2 Communicate rosters to 2.2 15 9 13
appropriate colleagues within
designated timeframes.
3.1 Administer records of shift 3.1 16 10 14
time completed by employees
or contractors.
3.2 Maintain staff rostering 3.1 17 11 15
records according to
organisational procedures.
4.1 Monitor effectiveness of 4.1 18,19 12 16
rosters in consultation with
colleagues.
4.2 Identify ways in which rosters 4.1 20 13 17
and roster development
processes may be improved
and take appropriate action.

6 Training Manual
Glossary
Glossary
Term Explanation
24/7 Twenty-four hours per day, seven days per week
Documents including certificates, licences, permits,

Compliance documentation qualifications staff are required to hold in order to
comply with legislation
Training staff in skills additional to their existing skill
Cross-skilling
set; multi-skilling
EO Equal Opportunity
A document containing the entitlements and

Employment instrument
conditions for employment of staff
HR Human Relations
IR Industrial Relations
The 24-hour clock where times are shown in hours

International time and minutes from midnight. For example, 13:30 is
13 hours and 30 minutes after midnight (1:30PM)
Labour budget Money available to pay staff wages
Calculated by dividing the labour cost by the sales,

Labour cost percentage
and multiplying by 100 over 1
MICE Meetings, Incentives, Conferences, Exhibitions
Multi-skilled staff Staff with more than one competency or set of skills
Costs in addition to ‘hours worked’ expenses such

as costs for training, leave entitlements and
On costs
mandatory government-imposed contributions or
charges
A document which depicts the structure of the
Organisational chart business identifying departments, staff positions
and their relative positions
Pro rata basis Proportionate basis
Retrenching staff Sacking/firing employees

Training Manual 7
Glossary
Term Explanation
A department or area of the business which

Revenue centre generates income– for example ‘Functions’, ‘Bars’,
‘Accommodation’
Roster period The amount of time a roster is prepared for
Action taken by an organisation to prepare it for

Succession planning situations where key personnel leave the enterprise
and there is a need for others to take over
Can mean (1) Enhancing current skills – being able
Up-skilling to do a job better (2) Cross-skilling, multi-skilling –
being able to do a different job or task

8 Training Manual

1.1 Develop rosters according to relevant industrial
agreement and other considerations and wage
budgets
Introduction
Rosters are prepared for a variety of reasons which benefit employers and employees.
This section defines what a roster is, identifies the reasons workplaces prepare and use
rosters and also looks at the different legal and organisational requirements that will impact
and influence the creation of rosters.
Rosters – defined
A roster is a plan that organises staff, indicating:
 Names of staff who are to work
 Days of work – usually with dates
 Start times
 Break times
 Finish times
 Where they are to work
 Their role.
It also gives information as to staff movements, such as:
 Who is on annual leave
 Who is on sick leave
 Who is undertaking training

Training Manual 9
Reasons why workplaces have rosters

The purpose of rosters can be seen as ensuring the right people, in the right number, are
employed at the right places at the right time.
There are six primary reasons why organisations have and use rosters.
Organising staff
Rostering is a means of organising staff.
It enables the supervisor preparing the roster to:
 Determine or know who is working on a particular shift
and who is not
 Make sure there are sufficient staff to cater for
anticipated service needs
 Distribute the projected workload equitably among staff
and across the working day
 Guarantee the level of service promised to customers is delivered – across the working
day.
Balancing experienced staff
Rostering enables those preparing the rosters to ensure skilled workers are rostered on duty
with people who are not so experienced. In this way, rosters help make sure customer is
adequately served now by staff in both numbers and skills and guarantees the presence of
suitably experienced staff into the future.
This is an effective and efficient use of staff.
Rosters should reflect a good mix of experience and, in some cases, a mix of genders, ages
and nationalities and language skills.
Communicating with staff
Rostering is a means of communicating with employees, to inform them of:
 When they are required for work – in terms of:
 When they need to arrive at work
 When their breaks are
 When they can go home
 When they are not required for work
 When their leave days are available to be taken.
Good rosters reflect to the employee the busy periods and the goals of the organisation in
terms of service.
In some cases, the roster may indicate to the employee what location and work they will be
doing at a given time.

10 Training Manual
Cost controlling
Rostering is a definite and proactive way of controlling labour costs.
It ensures enough people are working during busy periods, while in quiet periods the
organisation is not paying staff when there is nothing to do.
Rostering allows work to be distributed in a cost efficient manner while ensuring service to
consumers is not diminished.
The control comes from:
 The labour budget – for the department– which
dictates, determines or controls the money available
to pay wages
 Ensuring the hours posted on the roster for the staff
do not exceed the money allocated in the budget to
pay them.
The labour budget identifies as the amount available to pay wages may be:
 Allocated as a monetary amount – as determined by management
 Calculated as a percentage of anticipates sales for the period.
Aiding employees
Rosters enable individual employees
to better plan and manage their
personal and work time.
It enables them to plan for their
holidays and ‘time off’ in advance.
Complying with imposed
obligations
There is commonly a legal or
contractual need for:
 Staff to be notified of their
rostered hours in sufficiently in
advance of their starting date and
time – in effect this means they
will need to be given their own
copy of the roster which has been
prepared
 A copy of the roster to be displayed in the workplace.

Training Manual 11
Situations where rosters apply

Organisations will prepare rosters based on their specific needs.
This means rosters for accommodation venues which also provide food, beverages, gaming,
entertainment and functions will be fundamentally different to an enterprise selling travel or
one which operates tours.
This said rosters are commonly drawn up by
organisations on the following bases:
 An individual department
 A whole enterprise
 A specific project.
Rosters for individual departments
Many organisations are structured on a department basis.
This means the organisational chart for the business identifies several departments.
Where rosters are prepared for individual departments a separate roster is created for each
department showing staffing required on a department-by-department basis.
This approach:
 Is common to larger businesses – with higher employee numbers
 Is most common in accommodation venues – who have more roles and departments to
cover staff
 Is popular with organisations open longer hours – especially those which operate on a
24/7 basis
 Allows supervisors in each department to use their knowledge and experience of the
department to develop a roster – so each one best suits the unique demands of the
department as those needs fluctuate over time.
Rosters for the whole organisation
Some organisations prepare rosters on an enterprise-wide basis where one roster only
identifies staffing required for the period in question for the entire business.
These organisations:
 Tend to be smaller operations – with fewer
employees
 Tend to be less structured – in terms of
departmentalisation
 Are often managed by one person– as
opposed to several Supervisors or
Departmental Managers
 Usually open fewer, standard or more
restricted hours – such as ‘Business Hours’ or, for example, ‘Monday – Saturday,
9:00AM – 6:00PM’.

12 Training Manual
Project-based rosters
Rosters may also be prepared for project-based work including:
 Nominated events – such as a certain trip, tour, or MICE event
 Specific functions – such as a certain dinner, ball or party.
These rosters will address staffing requirements:
 Prior to the event – such as planning and preparation,
reservations, set-up
 During the event – covering implementation and conduct of the
activity
 After the event – such as clean-up, administration, follow-up and
returning areas to ‘normal’ condition.
Persons responsible for preparing rosters

Every roster needs to be prepared by a nominated person or a team.
Those with responsibility for preparing rosters need:
 Authority to act in this regard – as delegated to them by management
 Intimate knowledge of the employment instruments – as they apply to all staff covered by
the rosters
 Good operating knowledge of the business – so there is an understanding of:
 The busy and slow times of departments or the business – which may relate to:
– Hours of the day – certain times may be busy, others may be very quiet
– Days of the week – some days may be traditionally busy while others are not
– Holiday periods – which, depending on the business, can mean trade is busy or
slow
 Up-coming trade for the business – in terms of:
– Accommodation booked
– Function bookings
– Tours which have been booked
 Good knowledge of staff within the organisation – in relation
to their:
 Skills, attitudes and knowledge
 Experience and expertise
 Availability
 Preferences

Training Manual 13
 Thorough knowledge of all factors impacting on staffing for the business – which can
address:
 Service levels, standards and promises made to customers
 Legislation applying to employment and IR
 Plans the organisation has – which may address expansion, contraction, succession
planning and other staff-related training and development matters
 Labour budget.
‘Responsible persons’
The job of developing rosters may be allocated to:
 Owner of the business – which is usually the case in smaller owner-operated businesses
with very few staff, and no internal hierarchical structure
 Managers – these may be:
 Office Managers or Business Managers – who are in-charge of a branch or single
office
 Department manager or Supervisor – who are in-
charge of an area within the business
 Division or Section Manager – being a person
responsible for several areas
 A Roster Committee – commonly used where a roster is
required for a specific project
 The Committee will comprise key personnel from all the departments with responsibility
under the project.
Legislated requirements
All rosters will need to comply with a range of mandatory legislated requirements.
Legislation
Every country will have its own legislation in respect of employment.
These requirements are contained in various Acts and
Regulations under the general heading of:
 Industrial relations legislation
 Employment legislation
 Workplace relations legislation
 Labour legislation
 Anti-discrimination and Equal Opportunity legislation
 Workers’ Compensation legislation.

14 Training Manual
Obtaining necessary details

Each nation will have its own requirements in relation to employment and while there are
many commonalities there will be unique requirements in each country.
Those with responsibilities under this legislation can find out what applies using a
combination of approaches – such as:
 Contacting the relevant government department – and speaking to Officers or asking
them to visit your workplace and talk to you these
 Visiting the websites of these departments – and reading the information, advices and
similar they make available
 Obtaining relevant documents – which may
include:
 Fact sheets
 Posters
 Forms
 Reports
 Copies of legislation
 Speaking to other persons – for example:
 Managers and owners of the business
 Those with previous experience preparing rosters, hiring staff or paying wages
 Representatives from peak industry bodies.
Examples of possible legislated requirements

Where legislation imposes requirements on a business in relation to employment, these
requirements are mandatory – they are not optional.
Where staff work under the provisions of an Award or Agreement, the provisions of those
instruments are legally binding.
Common legislated requirements in relation to rosters include:
Anti-discrimination and EO requirements
This means staff must not be discriminated against when the roster is being prepared – all
staff must be given equal chance in terms of opportunity to work, participate in workplace
training and be given promotion.
Relevant legislation will identify the basis on which it is
illegal to discriminate against staff – such as on the basis
of their:
 Gender
 Age
 Race
 Disability.

Training Manual 15
Display of and access to rosters and related information

There can be legislation requiring:
 All staff to be given a copy of the terms and conditions of
their employment – including pay rates
 A copy of employment instruments to be readily available in
the workplace – for staff to access as required
 Rosters to be given to staff in advance of their first working
date – a common requirement is for 14 days notice to be
provided
 Changes to notified rosters to be negotiated with staff – as
opposed to changes being imposed on employees without
consultation
 Breaks to be shown on rosters – indicating when meal and
rest breaks are scheduled
 RDOs to be shown on rosters
 Employers to ensure staff rostered for duty are holders of mandatory certificates,
licences or qualifications – as required: this may, for example, impose an obligation such
that:
 Food handlers are holders of a nominated ‘Safe Food Handling’ certificate
 Staff working in a gaming environment hold a designated ‘Responsible Service of
Gaming’ qualification
 Workers serving liquor have a successfully completed a given ‘Responsible Service
of Alcohol’ course.
Workers’ Compensation
Legislation may also impose obligations in relation to protecting workers against workplace
accident or injury.
In addition to the need to comply with relevant workplace health, safety and welfare
legislation there is often a requirement necessitating:
 Employers to register all employees with a designated
government agency under a nominated insurance
scheme
 Payment by employers of an insurance premium for
all their workers
 Administer claims made under the scheme when a
worker is injured or becomes eligible for payment
 See more on this topic in the following section under
‘Accident Pay’.

16 Training Manual
Specific industrial relations requirements

Employment instruments might also provide for a wide range of IR provisions – these may
be unique to individual countries but can include:
 Appeal mechanisms – dictating the structure or processes which apply if staff have a
complaint about their workplace or their rosters
 Payment of wages – specifying issues such as:
 When wages must be paid – such as weekly, monthly
 How wages are paid – such as cash, cheque or direct
deposit into a bank account
 Contributions to certain government-imposed schemes – such
as superannuation
 Need for annual leave to be taken within a given period – so it
does not accrue beyond a nominated amount
 Requirement staff are not permitted to work when taking annual
leave or long service leave
 Requests by staff for time off need to be made in writing X days in advance of the time
being requested.
Employment agreements
Businesses which employ staff do so under ‘employment agreements’.
An ‘employment agreements’ is a document containing the entitlements and conditions for
employment of staff.
These entitlements and conditions are also known as ‘terms of
employment’.
It is a legally enforceable document meaning both employer
and employees are bound by it.
Employment agreements must comply with relevant Industrial
Relations legislation of the country to which they apply.
They may:
 Vary between countries – there are similarities across the globe relating to generic
contents of employment instruments but each nation has their own
 Differ between industries and industry sectors – as most industries have their own
unique terms of employment
 Change for individual employees – based on their qualifications, experience and
expertise
 Vary depending on the job position of the worker – different classifications or job roles
may attract different entitlements and conditions.

Training Manual 17
Sample contents of an employment agreement

While all employment agreements are unique and stand alone, they can be expected to
address the following:
 Rates of pay or other remuneration – for permanent, part-time workers and casual
employees, including penalty rates.
 These rates of pay will cover considerations to:
 Normal working hours – as defined by the
individual employment instrument.
 Time worked on week days and weekends
 Time worked when employee has started work
before declared ‘normal’ hours
 Time worked when employee has worked
after declared ‘normal’ hours
 Time worked on declared, accepted or nominated Public Holidays
 Overtime – including definition of same
 Time worked when required rest or meal breaks have not been taken.
 Classifications of staff – identifying:
 Definitions of permanent, part-time and casual staff – in terms of hours worked per
week or month
 Job positions and giving an overview of the tasks related to each position
 Hours of work – identifying:
 The number of hours in a working week or
month for a permanent employee or a part-time
worker
 The minimum and maximum hours per day
which can or must be worked
 Rostered days off
 Definitions – of words, terms and phrases used in the document so there is clarity
regarding meaning of statements made in the document
 Leave entitlements
 Breaks
 Allowances
 Redundancy and termination entitlements and requirements – specifying:
 What employees are entitled to if they are made redundant by the employer
 The legal reasons for terminating staff.

18 Training Manual
Examples of employment agreements

Employment a may take the form of:
 Awards – these are terms of employment negotiated between employer groups such as
peak industry representative bodies and employee groups including trade unions.
 A standard requirement is a copy of all Awards under which staff work must be made
available in a public convenient location in the workplace so staff have ready access to
read it and understand their entitlements and
obligations.
 Agreements – which are terms of employment
negotiated between:
 A single individual employee and their employer
 A group of workers and their employer.
Agreements must always comply with over-
arching employment legislation.
 Employment contracts – these are terms of employment negotiated between individual
employees.
Need to know employment agreements

It is vital those who prepare rosters know and understand the content and details of all
employment instruments applicable to staff who they roster in order to:
 Ensure the most cost-effective roster is produced – through making sure:
 Breaks are rostered to be taken when stated – and staff are not made to work longer
than required thereby attracting penalty
rates or higher levels of pay
 Staff are only rostered for their agreed
‘normal’ hours – and are not rostered to
work extra hours which attract overtime
payments
 Starting and finishing times for employees
are scheduled to minimise payment of
penalty rates
 Staffing levels are minimised at times when remuneration levels are at their highest
 Develop a roster which provides the required conditions of employment for all workers –
in term so of:
 Meal breaks
 Rest breaks
 Breaks between finishing one shift and starting the next shift
 Maximum hours worked in a day, week or other nominated time period
 Be able to properly cost a roster – to determine whether or not is meets the
restrictions imposed by management.

Training Manual 19
Staff employment classifications

Employment instruments often address the issue of staff classifications.
Time worked
Employees are often classified in relation to the number of hours per week or fortnight they
work.
Classification in this regard generally addresses distinctions between full-time, part-time and
casual staff.
Considerations and relevant factors will relate to:
 Definitions of each classification in relation to hours of work – for example:
 Stating permanent staff will work 38, 40 or some other number of hours per week –
or the hours may be able to be worked in a variety of ways as stated in the
documents: see below
 Identifying part-time staff will work between
certain hourly weekly with each roster period
comprising at least four hours
There may be a prescribed number of days on
which they work – for example, ‘on no more
than five days per week’
 Identifying casual employees are rostered and
paid at a nominated hourly rate which varies
depending on the day of the week and time of the day they are rostered.
Casuals must usually be rostered to work a prescribed minimum number of hours
every time they are listed on the roster – such as a minimum of four hours per
engagement
 How hours of work may be worked – for example:
 Full-time staff may be able to work their hours per week in various ways such as a
staff member may be entitled to work a 38-hour in the following ways:
– A 19 day month, of eight hours per day
– Four days of eight hours per day and one day at six hours per day
– Four days of nine and a half hours per day
– Five days of seven hours and 36 minutes per day
– 152 hours per each four-week period with a minimum of eight RDOs per four-
week period
 Spread of hours – spread of hours refers to the concept that the hours worked by a staff
member must be worked within a reasonable number of hours
 That is, if a staff member is rostered to work for eight hours per day then this work needs
to be completed within a spread of hours of 10 hours rather than a longer time period

20 Training Manual
 Requirements that initiate payment of penalties – these are circumstances which

automatically trigger higher rates of pay per hour for employees because they are being
asked to work in excess of times and conditions provided for in the employment
instrument under which they were employed
 Examples of these situations include:
 Being asked to work ‘too long’ without having a break or meal – there will normally be
a statement indicating staff are entitled to a rest, meal or break every five hours
 Being asked to return to work for the next shift without having the stated amount of
rest time and time off – such as situations where workers are asked to work so-called
double shifts
 Being asked to work ‘split shifts’ – split shifts are
two shifts in the same day separated by an
extended period of time longer than the normal
meal or rest break
 Being asked to work hours in addition to rostered
hours or normal hours
 Being asked to start work early or finish work late
 Being rostered to work on weekends or Public Holidays
 Being rostered to work on RDOs
 Being asked to work overtime – many employment instruments contain a
requirement staff are obliged to work ‘reasonable overtime’.
Many employment instruments provide staff can elect to take overtime as ‘time off’
instead of being paid for their time. Generally this option needs to be mutually
agreeable. That is, it must be satisfactory to employer and employee.
There may be a need for this agreement to be in writing.
Where this option exists there is commonly a requirement staff provide management
with notice of their intention to take such time off, and that the time off is agreed to by
the employer.
Categories of staff
It is common for Awards and Agreements to identify and distinguish between categories of
staff.
This may mean the documents will:
 Name and define categories of employees – by the work they perform.
 For example, in a hotel an employment instrument may classify employees by
department and role as follows:
 Food and beverage – F&B attendant, supervisor,
waiter, bar attendant
 Kitchen – cook, section chef, head chef
 Gaming – croupier, security, technician
 Front Office – receptionist; telephonist; guest service

Training Manual 21
 Differentiate between different grades of employees – such as:

 Grade 1 – the highest level where certain qualifications, licences, trade certificates,
permits, training or experience are required
 Grade 3 – the starting level for employees with no qualifications or experience
 List examples of work tasks each category and grade of staff can be expected to
undertake – providing guidance to employers about the roles and responsibilities for
each classification of worker at each grade.
Employment contracts always specify the category/classification of the person to whom the
contract applies and identify the roles and responsibilities they are being engaged to
perform.
Applicable pay rates

All hours worked by staff must be paid at
‘applicable rates’.
Payment of applicable rates of pay to staff is
an important requirement because:
 It is a legal requirement – it is an offence to
under-pay staff
 It helps keeps staff happy and working for
the business – because employees usually
know what they should be paid and
become disgruntled if they do not receive
this amount/their entitlements
 It ensures the labour costs being incurred genuinely reflect the hours worked and the
staffing roster prepared – as opposed to simply being an estimation of the cost of
wages/labour.
Again, the relevant ‘employment instruments’ are the source documentation for identifying
applicable pay rates.
Examples of different rates
When calculating the wages which will be incurred from implementing a roster which has
been prepared there is a need to be accurate and include all relevant and legitimate
payments to which staff are entitled.
Depending on the employment instrument these payments can relate to:
 Rates of pay – for permanent, part-time and casual staff as applicable to the days
rostered as they apply to individual worker classification
 It is common for these classifications to receive a different hourly rate of pay. Generally:
 Full-time staff receive the least per hour – but the up-side is they are eligible to a
range of entitlements and they work more hours
 Casual staff receive the most per hour – as they are eligible to no/fewer entitlements
and they work fewer hours
 Part-time staff – their hourly rate of pay usually sits somewhere in between full-time
and casual staff

22 Training Manual
 Penalty rates – which may apply to work performed at certain times and under
nominated circumstances such as work undertaken on weekends, public holidays, split
shifts, early starts, late finishes, and designated overtime situations
 For example, an employment instrument may provide in some cases:
 Time-and-a-half for some hours worked under certain conditions – that is payment at
a rate that is 1½ times normal rate
 Double time under certain circumstances
 Double time-and-a-half for hours in other situations
 Payments for allowances – as they may relate to meals,
travel, accommodations, special qualifications held, use of
personal equipment and similar other topics specified under
individual employment instruments
 Grade-related payments – higher grade employees traditionally receive a higher hourly
or weekly rate of pay than lower grade employees
 Where staff are required to perform work duties outside their designated classification
they may also be entitled to a higher duties allowance, where they receive extra money
for doing higher-level work
 Mandatory contributions – the business is required to make in terms of on costs and
matters such as workers’ compensation, insurance or superannuation or other similar
contributions.
Over-Award payments
Some, but certainly not all, businesses elect to pay certain staff payments which are above
the designated minimum payments they are entitled to.
These can be referred to as:
 Over-Award payments
 Above-Award payments
 Bonuses.
These payments are usually offered to:
 Attract suitable staff to the business
 Motivate employees
 Reward effort and achievement.
Where they are paid:
 Staff must be advised when they will be paid
 Staff must be told how they are calculated
 They must be paid every time employees are eligible in order to maintain staff trust.

Training Manual 23
Points to note
When determining rates to be paid to employees who are rostered to work it is vital to know
the following into consideration so as to comply with obligations and create the most cost-
effective roster:
 Timing considerations – relating to:
 Hours staff can work at ordinary rates of pay – the lowest
rate of pay
 When overtime and penalty payments will apply – higher
levels of pay
 When staff are entitled to breaks – in order to avoid paying
penalties
 The conditions under which staff are entitled to take leave – as provided for in the
employment instrument under which they were engaged
 Pay rates for staff – as they differ between individual employees and as they apply to the
days/times they work including consideration of all relevant allowances and other
payments to which they are entitled.
Identifying what applies
In order to determine the applicable pay rates, entitlements and allowances for employees
on a roster:
 Read the employment instrument relevant to each person included on the roster – there
may be more than one Award, Agreement or Contract for each organisation
 Take time to understand what each employment instrument means in relation to the
specific provisions of each document with special attention to interpretations or
definitions of terms and their application for the purposes of rosters and remuneration
 Speak to other staff with experience of rostering employees
and understanding the contents of applicable employment
instruments – to gain their insight into application of those
documents in terms of rostering staff in the most efficient and
cost-effective manner
 Speak with relevant others – these may include:
 Managers
 HR and payroll staff
 Employment officials
 Trade unions.

24 Training Manual
Leave entitlements
Employment instruments will all address issues relating to leave entitlements.
This section identifies a range of leave entitlements and presents indicative descriptions of
what each category may provide for employees.
The information presented below is indicative only – it is presented only as a possible
example of what each type of leave may entitle employees to.
It is critical those with responsibility for preparing rosters read relevant employment
instruments as they apply to their workplace and identify:
 The types of leave provided for
 When staff are entitled to each type of leave
 The amount of leave available in each category of
leave.
 In addition, employers are always free to offer leave
entitlements in excess of the minimum provided for
under employment instruments.
Leave types
Leave entitlements may include:
Annual leave
In relation to annual leave the following is indicative of what may apply – specifics are
subject to change based on individual employment instruments:
 It usually applies only to full-time and part-time employees – casual employees are not
entitled to annual leave
 It may be payable after the employee has completed 12 months of continuous service
with the employer
 It provides for a set amount of paid leave for every 12 months of continuous service
 A percentage may be added to standard pay rates when calculating annual leave
payments to represent penalty payments normally made to staff throughout the year
 A set amount of time needs to be worked
before staff are eligible to any annual leave
payments. For example, they may have to
work for a minimum of X weeks or X hours
before becoming eligible
 Full-time and part-time staff who leave or
who are dismissed after they have reached
minimum period for eligibility but before twelve months service has occurred may be
entitled to pro rata annual leave payment.
That is, if staff have worked for six months they are eligible to half their entitlement
 Annual leave may be able to be deferred by the staff member or the employer – for a set
number of months or years

Training Manual 25
 Staff may be allowed to take annual leave as single days off throughout the year by
agreement with their employer.
Sick leave
In relation to sick leave the following is indicative of what may apply – specifics are subject to
change based on individual employment instruments:
 It may apply only to full-time and part-time employees – casual employees are often not
entitled to sick leave
 It means the employer pays the employee if they are ‘off work’ due to sickness or injury
 It may be payable only after the employee has
completed a specified number of hours, weeks or
months’ work with the employer
 It provides for a set amount of paid leave for every 12
months of continuous service
 Staff have no entitlement to having unclaimed sick
leave paid out when they leave the employ of the
employer
 It may be a condition of payment of sick leave supporting evidence of sickness or injury
such as a medical certificate is provided.
Bereavement leave
In relation to bereavement leave the following is indicative of what may apply – specifics are
 It may apply only to full-time and part-time employees – casual employees are often not
entitled to bereavement leave
 It is paid when a member of the employee’s immediate family or household dies
 The employment instrument may specify who is deemed to be ‘immediate family’ – to
prevent confusion about if this type of leave can be claimed for death of an in-law, uncle,
aunt, cousin or niece
 Commonly this type of leave applies to:
 Parents
 Children
 Spouses
 A set number of hours may be provided for this
type of leave – this time may be expressed in
terms of:
 Number of hours per death
 Total number of hours per year
 Employers can demand proof of the death of the person for whom bereavement leave is
claimed
 There is generally no ‘qualification period’ before employees become eligible for this type
of leave.

26 Training Manual
Carer leave
In relation to carer leave the following is indicative of what may apply – specifics are subject
to change based on individual employment instruments:
 Carer leave is not covered by employment instruments to the same extent as other types
of leave
 It is usually provided for full-time and part-time employees only
 It enables eligible staff to take paid or unpaid leave to
care for nominated people who are ill and require care or
support
 The employment instrument will prescribe the people
and their relationship to staff to whom carer leave
applies
 A set number of hours per year may apply:
 On a per person who needs to be cared for basis
 On a total number of hours per year basis
 Proof of the need for carer support from a medical practitioner/office may be required.
Parental leave
Parental leave is a generic term used for:
 Maternity leave – leave granted to women who give birth
 Paternity leave – leave granted to father’s whose
partners give birth
 Adoption leave – leave granted to staff to enable
adoption of a child.
Not all employment instruments provide for paternal leave.
In relation to this type of leave the following is indicative of what may apply – specifics are
 This type of leave is often unpaid leave
 Employers may be required to re-employ those who have taken these classifications of
leave after their leave period has finished
 A maximum period of time the person can elect to take off work is identified – such as 52
weeks
 The person seeking this type of leave is required to give a nominated amount of notice of
their intention to take this type of leave – such as giving four weeks’ notice
 For women who give birth there may be a statement:
 Identifying the time before the birth when they may take this leave – such as six
weeks prior to the birth
 Identifying the time after the birth when they may elect to return to work – such as six
weeks after the birth, meaning they are not eligible to return sooner than this
 This leave needs to be taken in a single unbroken period – it cannot be taken a day or a
week at a time

Training Manual 27
 Special leave may apply to women who lose their child prior to birth or during childbirth –
for example, they may be eligible to paid sick leave.
Jury service
In relation to this type of leave the following is indicative of what may apply – specifics are
 The employer is usually required by law to release all classifications, types and grades of
staff from work to serve as required on a jury – it can be a criminal offence to fail to
release staff to attend jury service
 The employer may be required to pay employees money to supplement the allowance
provided by the Court for jury service – up to the amount they would have normally
earned for the period in question
 Staff who are called for jury service are obliged to notify their employer of this at the
earliest opportunity stating dates they have been called to serve – to allow for alternative
roster arrangements to be made
 Proof of attendance for jury service may be required before relevant payments are made
Study leave
In relation to study leave the following is indicative of what may apply
– specifics are subject to change based on individual employment
instruments or company policies:
 Study leave is usually not provided for under employment
instruments
 Most study leave occurs under the conditions of an internal ‘Staff
training’ or ‘Study leave’ policy put in place by the organisation
 Study leave may:
 Only apply to certain classifications of staff
 Only apply to nominated courses or training opportunities
 Parameters will exist in relation to:
 The maximum number of paid hours staff will be granted paid
study leave
 Expenses which can be claimed – these may include:
– Enrolment, tuition and course fees
– Travel and accommodation
– Books and training requisites
 Proof of enrolment, attendance or successful completion may be required
 Some employers will only reimburse study expenses upon successful completion of
study, training or courses.

28 Training Manual
Leave without pay

All organisations have the right to grant any employee leave without pay if they choose to do
so.
Staff can apply for leave without pay for any reason, or to extend the duration of other leave
for which they are entitled to take paid leave.
Businesses will normally:
 Required advanced notice of intention to take this type of
leave – including details of reason and relevant dates
 Accommodate these requests where it is reasonably
practical to do so.
Meal and break entitlements

Effective and company rosters can only be prepared when breaks for employees are
included as required.
This section identifies and discusses a range of break entitlements which may be provided
under various employment instruments.
It is important for those who develop rosters to know about
breaks and when they need to be taken in order to:
 Schedule them at the appropriate times
 Avoid situations where penalty payments are incurred
as a result of staff not being able to take a break when
they are entitled to
 Keep staff happy, fed and rested
 Comply with IR agreements
 Demonstrate respect and concern for staff.
Types of breaks
Commonly the following break requirements are included in employment legislation:
 Meal breaks
 Rest breaks
 Breaks between shifts.
Meal breaks
A meal break is provided to give staff the opportunity to eat a meal
Generally staff are entitled to a meal break on the following basis:
 They need to have worked a nominated amount of time – say five
hours
 They are then eligible to be given an amount of time to eat a meal –
say 30 minutes
 The meal break time is ‘unpaid’ – meaning it does not count as part
of the working hours for the day.

Training Manual 29
Rest breaks
A rest break is provided to give staff the opportunity to have time away from work during the
working day to rest and recuperate.
In general, rest breaks:
 Apply if a worker is required to work more than a given number of hours after they have
had a meal break – say, for more than five hours after having taken lunch
 Give the staff member a period of time off work – say, 20 minutes
 Are paid – this means the employer has to pay the employee for the time they are
resting: this highlights the need to avoid paying rest breaks as they are unproductive
time
 Can apply where a worker has been asked to work more than two hours of overtime.
Breaks between shifts
Most employment instruments identify a minimum amount of time staff are entitled to
between rostered shifts with the exception of situations where they are working agreed split
shifts.
Breaks between shifts are provided to enable workers to socialise, take care of family
commitments, and rest.
The requirement for a nominated break between shifts may apply to permanent, part-time
and casual staff.
If the roster or actual hours worked does not give employees their entitlement in this respect:
 They may be entitled to be paid overtime for all time worked until they can take their
allocated time for break between shifts –which can be very
expensive
 They may be entitled to choose to start work later than their
rostered time for the next shift without loss of pay for the late
start – to ensure they actually receive their ‘break between
shift’ entitlement.
 A word of warning
 Those preparing rosters and in charge of staffing need to be
aware this requirement regarding break between shifts’ may
apply even where staff arrange between themselves to swap
shifts.
 This means if two staff organise with each other to swap shifts for mutual benefit, then
this arrangement can have perhaps unintended impact on wages where one of the
workers does not receive their ‘break between shift’ entitlement.

30 Training Manual
Penalties
Generally the penalty applying to employers if staff are unable to take breaks they are
entitled to, is employees are entitled to be paid overtime until the required break is/can be
taken.
This obviously has severe implications for the labour budget and is a situation to be avoided
where possible.
More on meal breaks

A variety of options exist across different industries and industry sectors in relation to the
provision of meal breaks.
For example:
 The business may provide no food for employees at all – if workers want to eat a meal
during their meal break they have to provide it for themselves
 Most workplaces however will be under some legal obligation to provide suitable facilities
for staff to eat their meal – that is, dining facilities of some sort
 The business may provide basic food for employees at a basic cost – the choice of food
is usually restricted and the amount charged may be determined by a clause in the
employment instrument, or set by the employer at a discounted rate compared to what
normal customers are expected to pay
 The business may provide a range of food and drinks to
staff free-of-charge
 The business may allocate an allowance to employees –
for every meal they are entitled to while rostered to work
 Where the business operates, for example a hotel or an
accommodation venue, the business may provide
accommodation and meals to staff in return for a standard ‘Board and Lodging’ charge
as identified in the employment instrument. This charge is taken from employees’ pay
every time wages are paid.
Allowance entitlements
Many employment instruments provide for allowances to be paid to workers under certain
conditions.
This section identifies and describes requirements which may apply to allowances.
What are allowances?
Allowances are cash payments made to eligible staff.
They are paid for situations as prescribed in relevant
employment instruments, with management always having
the right to identify and pay additional allowances at their
discretion.
Allowances are usually paid every pay day as part of the
weekly, fortnightly or monthly wages paid to employees.
Very few businesses pay allowances as a lump sum payment.

Training Manual 31
Allowance entitlements
Allowance entitlements may include:
 Meal allowances – this is an amount of money given to employees who are entitled to a
meal break while at work
It is usually provided by businesses instead of them providing an actual meal
 First aid allowances – this is a set amount per week paid to holders of designated first
aid certificates or qualifications
Proof of currency of certification is normally required
 Clothing allowances – may be paid to employees who are required to wear certain
uniforms or to present themselves according to a certain standard as set by the
organisation
 Tools and equipment allowances – these are
allowances given to staff for using personal tools
or equipment for the purpose of work
For example, many chefs will use their own
knives/tools and be paid an allowance for doing
so
 Travel allowances – this is not a common
allowance
It may be paid:
 To employees required to start work before public transport is running
 To employees who finish work after public transport has stopped running
 Where employees attend training or an event/conference on behalf of the
organisation
 Disability allowances – are allowances paid to staff with identified mental or physical
disabilities to support and encourage their engagement with paid employment
This allowance may be paid to the employer by a
government agency and passed on to the
employee every pay day
In some cases, the government will pay employers
an allowance to employ people with disabilities
These funds can also be used to modify the
workplace to suit the needs of those with
disabilities
 Shift allowances – these are allowance paid to staff if they work nominated shifts such as
early shifts or late shifts or split shifts
 Higher duties allowances – where an employee is required to perform duties above what
they normally do, they may be eligible to be paid extra money in the form of a higher-
duties allowance
 Per diem allowance – ‘per diem’ is Latin for ‘per day’
It is an amount paid to eligible workers on a daily basis to cover expenses such as travel,
accommodation and food when they attend a conference, seminar or other event on
behalf of the organisation they work for.

32 Training Manual
1.2 Maximise operational and customer service

efficiency while minimising wage costs
Introduction
There is always a need for rosters to be prepared so they accommodate the financial
limitations imposed by management.
This section gives a detailed insight into the development of labour budgets, labour cost
percentages and the general role played by the labour budget in relation to the development
of staff rosters.
The labour budget

What is it?
The labour budget is the amount of money available to pay staff.
The budget, also known as ‘staff budget’, contains the
money to pay all staff for all hours worked for the period
in question – this includes:
 Permanent or full-time staff
 Part-time employees
 Casual workers
 Overtime.
On costs
The labour budget may also contain funds to cover ‘on costs’.
In terms of rosters ‘on costs’ cover additional expenses related to the
employment of staff, such as:
 Training
 Uniforms
 Leave entitlements
 Mandatory legislated contributions.

Training Manual 33
Preparing labour budgets

The labour budget is prepared by management who usually determine the amount of money
available for the employment of staff in one of two ways:
 Lump sum allocation
 Percentage of sales basis.
Lump sum allocation
In this option management allocate an amount to the
budget they believe is sufficient based on their:
 Industry knowledge
 Knowledge of the individual business
 Personal experience
 Expectations about service levels and standards
they want the business to deliver.
Percentage of sales basis
Many businesses will forecast revenue for the period in question, and use that figure as the
amount available for labour, because they operate on a ‘percentage of sales’ labour budget
basis.
In effect, the more sales there are, the more staff can be rostered to work for the period.
Correspondingly, less revenue means fewer staff can be employed.
Calculating labour cost percentages

Labour cost percentage is the percentage of revenue which can be/are used to pay the
wages to generate that income.
It is calculated by dividing the labour cost by the sales, and multiplying by 100 over 1. For
example:
Labour cost x 100
Sales 1
Assume: Sales 8550 and Labour Costs 2250
Labour cost percentage would be calculated as follows:
2250 x 100 = 26.3%
8550 1
The labour cost percentage for these figures is thus 26.3%

34 Training Manual
Costing rosters
Costing a roster means, for every person listed on the roster:
 Identifying their pay rate – as appropriate for all time shown on the roster: this may mean
different pay rates for:
 Early starts and late finishes
 Weekend work
 Work on public holidays
 Higher duties, where extra allowances are
payable
 Overtime
 Multiplying ‘hours worked’ by the appropriate pay
rate – for each employee for the complete roster period
 Totalling the costs for each worker – to obtain a total labour cost figure for the roster.
This is the ‘expected costed roster figure’ for the period.
Comparing costed rosters to labour budget requirements
When the ‘expected costed roster figure’ for the period has been calculated it needs to be
compared to the budget.
This will mean:
 Evaluating the figure calculated against the money allocated – where the labour budget
was developed on a lump sum basis – to ensure it fits within the allowable parameters
 Determining projected revenue for the roster period – and using the equation above to
work out the labour cost percentage for the roster.
In the example above, if management had set a labour cost percentage target of 30%, they
would be happy because results have come in under budget.
If the target for labour was 25%, then the outcome would have come in slightly over budget.
Where results are over budget, some operations allow this to be carried forward to next
roster period where the situation has to be retrieved.
Likewise, where the outcome is under budget, this may
allow slightly more to be spent on subsequent rosters.
In other organisations, each roster period stands alone,
and the expectation is the budget must be met every
time: no carry-overs are permitted.
These calculations are done before the roster is put in
place to make sure it is within budget, and then the
same calculations are done after the period, using the
actual figures which have emerged, to see how the costed roster compared to the actual
roster.
This allows anything over budget to be identified and factored in to the next roster – meaning
cut-backs will probably have to be made.

Training Manual 35
Implications for continuing out-of-control labour budgets

There are several possible implications if a labour budget continues to be exceeded – that is,
if the cost of paying staff consistently exceeds the limitations imposed by management.
Implications can include:
 Applying techniques to bring the labour budget back under control – see below
 Moving extra funds to the labour budget – where the budget is allocated on a lump sum
basis. This may be necessary because staff have to be paid as a fundamental business
operating cost
 Lifting the labour cost percentage figure for the budget – where the labour budget is
calculated on a cost of sales basis
 Changing the nature and operating environment of the business – so it can function in an
acceptable way under a revised format
 This often requires a major change to issues such as:
 Market positioning
 Pricing
 Branding
 Business plans and strategies
 Closing the business – if the situation cannot be resolved because the operation has
ceased to be profitable or competitive.
Techniques to bring labour budgets back under control
The following actions may be appropriate in some cases.
Note each situation will need to be evaluated on its merits and the individual business
circumstances and environment ‘at the time’ – a viable solution to one business is not
necessarily going to be appropriate to another operation; what is acceptable now may not be
suitable at another time.
Options include:
 Reducing staff numbers – by retrenching staff: this
may adversely affect quality or the style of service
provision which can lead to a downward spiral of
fewer sales meaning a further need to cut staff
numbers
 Reducing staff hours – through rostering staff to work
fewer hours. This too may have a direct impact on
revenue or quality of service delivery
 Increasing selling prices – which may also negatively influence revenue
 Altering business hours for the organisation – there may be room to open the business
for fewer hours meaning a reduced need for staff
 Closing certain aspects of the business:
 On a permanent basis – while retaining the other activities of the organisation
 For nominated hours on certain days – when business records indicate trade is
insufficient to justify opening

36 Training Manual
 Moving more of the business to an online environment, where possible – to reduce the
amount of face-to-face contact required between staff and customers
 Changing service delivery standard and criteria – which may mean:
 Increasing the length of waiting time customers may have to spend before being
served
 Allocating more customers for the same number of staff or fewer staff to deal with
 Cleaning facilities less frequently
 Reducing the type or number of products or services available
 Undertaking a promotional campaign – designed to generate extra sales from the same
labour cost outlay
 Looking closely at the mix of workers used to staff
the roster – for example this can mean:
 Using no casual staff or fewer casual staff –
because their pay rate, on an hourly basis, is
usually higher than the per hour pay rate for
permanent employees
 Using no part-time staff or fewer part-time staff
– see immediately above
 Using more casual or part-time staff – where it is believed permanent are being paid
but are not being productive while at work
 Rostering staff who are multi-skilled – so they can perform more than one role when
at work.

Training Manual 37
1.3 Combine duties where appropriate to ensure

effective use of staff
Introduction
Rostering of staff frequently requires you to combine duties where appropriate to ensure the
effective use of staff, the maximisation of their skills and the optimum service levels to
customers and guests.
The intention of combining duties is to keep full-time and regular part-time staff gainfully
employed, and to protect their on-going employment by providing them with work to do.
Failing to combine jobs in some circumstances will result in staff being laid off due to lack of
trade.
Need to know your staff

Your knowledge about staff abilities and capabilities will be central to how you do this. You
must know your staff and their competencies very well.
Also involved is the concept of hiring multiskilled staff or training your staff so they become
multiskilled.
Most government agreements recognises this orientation, stating under the heading of ‘work
organisation’:
“Employees must undertake duties as directed within the limits
of their competence.”
and
“Despite the recognition of five career path streams, such
streams do not prevent employees undertaking duties across
different streams.”
When rostering staff however, you need to be aware that there are implications for labour
cost, as the conditions under ‘mixed functions’ set out:
“Except for food and beverage attendant grade 2 and 3 as defined … an employee engaged
for two or more hours of one day on duties carrying a higher rate than his or her ordinary
classification shall be paid the higher rate for such day. If for less than two hours the
employee shall be paid the higher rate for the time so worked.”
and
“A higher paid employee shall, when necessary, temporarily relieve a lower paid employee
without loss of pay.”
In practical terms this may see a suitably qualified and/or experienced staff member
engaged and rostered to perform combination duties as:
 Bar attendant – cellar person
 Storeperson – cellar person
 Waiter – bar attendant
 Room attendant – bar attendant
 Gaming attendant – bar attendant.

38 Training Manual
Your intimate knowledge of staff abilities, however, is only part of the necessary information
required to draw up an effective roster.
You also have to know your trading patterns and the idiosyncrasies applicable to your
particular establishment.
In addition, you have to be aware of upcoming events and promotions that may cause a
variation in normal demand for staff.

Training Manual 39
1.4 Roster teams with the most complementary

skills mix to meet operational requirements
Introduction
The choice of employees to be listed on a roster will often be the result of taking into
consideration a range of practical and operational issues.
This section identifies and discusses the factors which normally influence which staff to use.
Factors to consider when choosing staff for rosters

The following are common considerations when deciding which staff to include on rosters
being prepared:
 Experience – many operators will seek to roster a mix of ‘experienced’ staff with
employees who are new to the job/less experienced
 This is to allow the less experienced staff to learn from the persons they are rostered to
work with
 Such as approach may be a deliberate action to support formal on-the-job training using
the ‘buddy system’
 Gender – while it can be illegal to employ staff on
the basis of their gender, many employers will
intentionally select a mix of males and females
for a roster in order to reflect the composition of
their customers
 This is done where it is believed people may be
more comfortable with staff of a certain gender –
for example, where it is felt women prefer being served by females
 Age – again, it can be illegal to employ staff on the basis of age but many businesses will
intentionally hire staff to reflect the age profiles of their customers
 Where this is the case, the roster will ensure younger staff are rostered to cater for
younger customers and elder staff are rostered on when/where more senior customers
are expected
 Skills – there is a non-negotiable need to ensure every roster contains staff capable of
undertaking the work required
 As most workplaces require a variety of jobs to be completed, there is a demand for staff
with a range of skills appropriate to the products or services being offered
 Languages – many operators who deal with customers from a range of language
backgrounds will select bi-lingual or multi-lingual staff with relevant language skills so
there is the best coverage possible of languages spoken by customers
 Service delivery levels – this relates to the service standards and criteria appropriate to
the workplace
 These requirements can vary between departments in the one organisation, and can
differ on different days of the week or times of the day

40 Training Manual
 In general terms:
 Fewer staff are required to be rostered at quiet times, off-peak and during low season
 More staff are required when the business is busy, during peak times and at high
season
 ‘Sufficient’ staff are required to:
– Meet customer expectations
– Allow the business to keep promises it has made
in relation to service delivery
 Leave entitlements – staff can be eligible for a variety of
leave types including sick leave, annual leave, maternity
leave and compassionate leave and these may need to be accommodated meaning the
staff affected cannot be rostered for work. See section 2.4 for more detail
 Staff requests – in some cases staff may have made an application for preferential
treatment such as times not to be rostered for work and most employers will try to
accommodate these requests where they are made for legitimate reasons such as family
events or medical purposes.
Duties to be carried out on each shift

Enterprise practice may stipulate certain requirements that are non-negotiable in terms of
rostering staff. We have looked at quite a few different possible factors that can impact on
the rostering function, but this present orientation has a slightly different emphasis in that it
seeks to enhance staff safety and reduce physical and legal risks to staff.
This concern for staff welfare may manifest itself in House rules or Staffing policies that spell
out the need for things such as:
 A Level II First Aid Certificate holder to be on duty at all times
 Males to be rostered on when heavy lifting is required
 No less than three staff, plus security staff, to be rostered on
when cash registers are counted
 Never leaving the restaurant unattended, regardless of time of
day
It must be noted that the above are examples – they are not legal
requirements. The intent was to highlight some rostering decisions are
taken out of your hands by management directives. It is wise to check.

Training Manual 41
1.5 Take account of social and cultural

considerations and broader organisational
policies that affect staff rosters
Introduction
With an increasingly diverse workforce comes a growing need to take account of social and
cultural considerations and relevant organisational policies when preparing staff rosters.
Some businesses place more weight on these considerations than others.
When developing rosters the following must be factored in:
Organisational policies
These policies reflect the orientation of the business to cultural issues and related matters
deemed important, and mirror the applicable legal requirements.
These policies provide direction or guidelines in relation to certain rostering decisions. For
example, a business which publicly declares its support for families will indicate the extent to
which requests by staff to take care of family related issues need to be accommodated.
These policies may also embrace issues related to:
 Equal Opportunity
 OHS
 Service standards and levels
 Compassionate grounds for leave applications
 Family-friendly work environments and work initiatives –
such as rostering parents with child care responsibilities at
times that will enable them to discharge these family
commitments including dropping children off at school, picking them up, attending
school or medical appointments.
Social and cultural considerations

Accommodating social and cultural considerations in practice can mean:
 Accommodating special days identified by staff from different cultures as days of
religious observance and festivals by rostering them off on these days.
 Understanding the different orientations taken by some cultures to certain events –
such as their need for extended time off to attend funerals.
 Factoring in the concept of an extended family
as understood by some cultures – rather than
adhering to a limited interpretation as provided
by an employment instrument.
 Respecting the limitations of some cultures to
be excluded from certain types of work such as
duties associated with alcohol.
1.6 Consult with colleagues to

42 Training Manual
ensure input to rosters

Introduction
Modern business management suggests a more
collaborative approach to the running of the business.
This means employees are consulted with on a more
regular basis and about more workrelated issues.
Rostering can be one of these topics.
The benefits of consulting with

employees about rosters
There is no compulsion or mandatory requirement to consult with staff about rosters but the
benefits of doing so include:
 Demonstrating an interest in and a desire to accommodate the needs of individuals –
which will hopefully be reciprocated through their dedication and application to their
work.
 ‘Walking the talk’ in terms of policies espousing employee involvement and a family
friendly work environment.
 Explaining the problems you face in terms of developing a roster which meets the
needs of individuals as well as meeting customer service requirements and the
economic demands of the business. Many staff better appreciate the difficulties
involved in rostering when they see all the issues you have to address.
 Identifying up-coming issues with the potential to adversely impact on rosters and
labou cost – any change to a planned roster has the potential to ‘cost more’ by virtue
of some staff having to be paid overtime to cover for those who have left early/not
arrived for scheduled work so it is important to be able to identify before the roster is
developed:
– Staff who want certain days off
– Staff who want to take leave
– Staff who need to leave early on certain days
– Staff who want early or late starts
– Staff who want early or late finishes
 Identifying staff preferences – for issues such as:
– Staff who are looking for overtime
– Staff who are seeking extra responsibilities
– Staff who are looking to become multi-skilled
– Staff who don’t want to work in certain areas
– Staff who don’t want to work with certain other staff.

Training Manual 43
In some cases you may be approached by another department to roster some of your staff
to assist with their workload. This is common for functions, conventions, heavy
accommodation and dining bookings.er staff
In other cases, supervisors in another department may ask if they can borrow a staff
member for a day or a week.
How do you involve staff?

To encourage this input from staff it is best to use an ‘open door’ policy whereby staff can tell
you/ask you at any time about roster related issues.
It is usually ineffective ‘holding a meeting’ to get this information because not all staff will be
there and much of what they want to tell you they will not want to say in front of others.
When staff make you aware of issues it can be best not to commit to meeting their request
on-the-spot because you don’t know what other factors may emerge to prevent you doing
so.
The recommended approach is to:
 Thank them for telling you
 Advise them you will do what you can but there are no promises at this stage.
And remember, staff will quickly stop giving you input of you consistently fail to show you
have taken their input into consideration when the roster is posted.
If you are unable to meet a ‘special request’ it is always a good idea to take time to explain
to the person concerned why their request could not be accommodated.

44 Training Manual
1.7 Use roster system and equipment to administer

rosters
Introduction
Now that we have looked at the different impacts that need to be considered when preparing
rosters, it is now time to prepare the rosters.
Considerations when preparing rosters

The following points are critical for those with responsibility for creating staffing rosters to
meet operational demands of a department, section or organisation:
 Allocate adequate time for the process – developing rosters takes time and is important
to allocate sufficient time
 Time is needed to:
 Become familiar with a range of issues which can change over time and thus vary in
relation to each roster which has to be prepared. These issues can be changes in
bookings, staff requests for leave, new or different management directives, special
events
 Draft an original – then revise and refine it
 Cost the draft – to ensure the roster fits within the
allocated labour budget for the period
 Liaise with other supervisors – to coordinate efforts
in relation to overall staffing of the business. For
example, it may be necessary to share staff between
departments where two different persons are
responsible for preparing relevant rosters
 Avoid distractions while preparing the roster – make an effort to ensure no interruptions
from telephone calls, hands-on work obligations or other forms of interruptions
 It is critical to focus on the task and not get distracted
 Be sure of the ‘rules’ which apply to rosters as they
apply to the roster being prepared – this means it is
vital to have a comprehensive and detailed
knowledge of:
 Relevant legislation
 Internal policies
 SOPs
 Applicable employment instruments

Training Manual 45
 Gather all information relevant to the roster period – this can include:
 Details of expected trade levels – which may be influenced by:
– Advanced bookings
– Upcoming public holidays
– Time of the year
– Internal historic data on trade
 Known staff absences – due to:
– Leave
– Illness
– Training
 Staff requests – for:
– Time off
– Preferential treatment
 Ensure documentation which may be required is readily available – this can include:
 Previous rosters – which may provide a basis for the roster being developed
 Job descriptions of employees – to confirm capacity to perform work
 Rates of pay – to assist with costing
 Use technology to assist in the process – where applicable use rostering software
programmes to:
 Help develop draft rosters
 Cost labour
 Compare roster options
 Work in a structured manner – develop a ‘system’ for creating the roster, for example:
 In a dining room – start with the supervisors, then the bar staff, then the food waiters
then the drink waiters, then the cleaners
 In an office setting start with supervisors, then receptionists, then customer service
staff and then cleaners
 In a housekeeping setting start with Executive
Housekeeper, then Assistant Housekeeper, then
Room Attendants, then Porters
 Where a roster has to be developed for a number of
departments:
– Develop the roster for the largest and busiest
department first – and then move on to other areas
in descending order of size or activity
– Be prepared to use staff who are multi-skilled and can be moved between
departments and roles

46 Training Manual
 Verify staff who have been rostered and the times at which they have been rostered
actually will:
 Cover all service times – which must embrace:
– Work required before the department or section opens for business – known as
‘opening procedures’
– Work required after the department or section shuts – known as ‘closing
procedures’
– Times when it is necessary to provide overlapping time at staff change-overs
 Cover all types of services which have to be provided – such as:
– Customer service
– Production and support services
– Administration and supervision
 Conform to any mandatory requirements which
may apply to certain departments, sections or
areas – for example:
– The business may require someone who
holds a First Aid certificate to be on duty at
all times
– The kitchen may require someone with an advanced food handling qualification to
be present at all times
– Some departments may require two people to always be on duty at any one time.
That is, the department can never be staffed by only one person at any time it is
open to the public
 Provide sufficient staff to deliver the required standard of service required – this:
– Must ensure known and expected peak times are sufficiently staffed
– May have implications in terms of ensuring the most appropriate ‘grade’ of
employee is rostered to perform the work required, and the roster does not
include staff of a higher grade to undertake a majority of lower grade tasks
 Allow breaks to be taken at times which minimise penalty payments while still
providing necessary service levels
 Accommodate any ‘special circumstances’ which apply – for
example:
– Leave
– Training
– Need to provide designated staff with certain experience
– Expected high or low periods of trade

Training Manual 47
 Provide the required mix of staff – as required in terms of things such as:
– Gender
– Age
– Experience
– Languages
– Experienced and inexperienced employees
 Be alert to the potential to use a certain mix of:
 Permanent staff
 Part-time workers
 Casual employees
to create the most cost-effective mix of workers for the roster
 The difference between a cost effective roster and one which is not can often be not the
hours being worked but the classification of employees being used
 Consider reducing staff levels when penalty rates apply – for example, it may be possible
to:
 Clean vacated rooms the day after a Public Holiday instead of on that day – this has
the potential to save wages if the room is not needed for re-sale
 Close a department, room or section when
penalty rates apply – or reduce their operating
hours to some extent
 Provide a lower level of staffing during these
times – as a general rostering principle or
practice
 Stay alert to the potential need to combine duties – to
optimise staff use
 This will require knowledge of:
 Job descriptions
 Capacity and experience of individual staff
 Business plans to train and promote individual workers and/or offer them additional
roles and responsibilities or promotion
 Those responsible for developing rosters should always be alert to the opportunity or
need for them to:
 Be prepared to undertake work themselves at certain times to help prepare an
efficient roster
 Pay small amounts of overtime rather than employing extra staff as a more cost-
effective alternative for providing necessary staffing levels – an effective roster does
not necessarily mean no overtime is being paid

48 Training Manual
 Stagger staff starting times – so, for example:

– One staff member starts 30 minutes before opening in order to undertake
opening procedures
– Another staff member comes on duty at opening time
– Other staff start 30 minutes, one hour, 90 minutes later – as traditional level of
demand dictate
 Stagger staff finishing times – so, for example:
– One staff member finishes work 30 minutes before closing if trade quietens down
at this time
– Other staff member leave at closing time
– One or two staff stay back for 30 minutes after closing to undertake closing
procedures
 Stagger staff lunch breaks – so, for example, rather than having all staff taken a 30
minute lunch break at 1:00 PM the roster might show:
– One person takes lunch at 11:30 AM
– One at Noon
– One at 12:30 PM
– One at 1:00 PM and so on.
Steps to consider when developing rosters

There are many considerations to be taken into account when developing rosters. They can
be regarded as steps to be followed.
They are listed as follows:
Step One: Analyse staffing needs in relation to demand
In order to determine the correct number of staff required at particular times, it will be
necessary to conduct an analysis of business volume for a typical business period.
This business period usually corresponds to a typical day, week or month.
For example, a restaurant manager might analyse a typical day and then determine their
business demands over a week.
Room Service might analyse periods over 24 hours to determine when the greatest
demands are placed on it.
Step Two: Undertake a job analysis
The next step is to study the jobs and the tasks in relation to your organisation’s needs.
For example, we may need to know how many rooms an employee can clean per hour, or
how many people a waiter can look after in an hour, etc.
We also need to examine how many staff are needed to
set up and clean the restaurant.
For Front Office, we need to identify the busy periods
requiring more staff, or times when staff with specific skills
such as a foreign language, night audit etc are
needed.ITXHRM003ter staff

Training Manual 49
Step Three: Review workplace provisions relating to hours of work

Next we need to know the provisions that apply in our workplace in relation to hours that can
be worked.
We need to know hours per shift that can be worked, conditions relating to split shifts, use of
casuals and regular part-time staff, the minimum periods of engagement, etc.
Some agreements may carry particular requirements for numbers or classifications of staff,
depending upon the duties required for that shift, such as the transportation of money.
Step Four: Review any company policies regarding staffing levels
You must determine what policies, practices, documents, etc exist to impact on staffing
numbers or skills required at particular periods or in particular areas of your workplace.
For example, at the changeover of one shift to another there may be a requirement to
overlap times so the department is not left without staff as one group leaves before the other
has started.
Similarly, it is common for Front Office staff to have an overlap period (15 – 30 minutes) to
allow the out-going staff to bring the in-coming crew up-to-date with what’s happening.
Step Five: Review available staff and current conditions
Issues to consider may include:
 Staff who are on various types of leave
 Staff who are away attending training courses, or participating in in-house training
 Creating a suitable mix of staff – gender, age, experience, qualifications or
certificates
 Special requests made by staff for the period in
question
 Individual special skills and talents
 Previous trading figures for comparable periods
 Special promotions or events likely to impact on trade
 Weather conditions
 Local disasters, adverse publicity, strikes, etc. that may restrict customer numbers.
Rostering equipment and software

Technology has spread to the area of staff rostering, and there are software packages
available to assist you.
An overview of these can be gained from visiting relevant websites.
Possibilities include:
 http://www.ferret.com.au/t/Rostering-Software
 http://www.employeeservices.com.au/
 http://www.cmis.csiro.au/or/rostering/railtex.htm

50 Training Manual
The benefits of using rostering software

This may include:
 Fairer treatment of individual staff – the software doesn’t play favourites.
 Optimal allocation of staff to service identified busy periods within designated payroll
parameters
 Capturing of previous rosters for
possible future reference
 Saving of time – the software should
produce a roster in less time that a
person. However there is a need to
factor in the time it takes to learn the
system and input the necessary
information, rates, parameters, award
and agreement requirements
 Individual staff preferences for days or
hours can be factored in.

Training Manual 51
Work Projects
It is a requirement of this Unit you complete Work Projects as advised by your Trainer. You
must submit documentation, suitable evidence or other relevant proof of completion of the
project to your Trainer by the agreed date.
1.1. You are required to research and identify laws and obligations that may impact on
rostering, IN YOUR REGION, including:
 Legislated requirements that apply to staff rosters

 Contents within employee agreements
 Identify and differentiate between staff employment classifications
 Give the various pay rates (normal hours, overtime, penalty rates) applicable to the
above identified employment classifications
 Identify, describe and differentiate between all leave entitlements giving eligibility
criteria and number of hours available
 Identify, describe and differentiate between all meal and break entitlements giving
eligibility criteria and number of hours available
 Identify, describe and differentiate between all allowance entitlements giving
payments listed for each
1.2 You are required to explain the different costs that apply to a labour budget and ways
to reduce three of these costs
1.3 You are required to explain how you can combine duties for two staff members of your
choice, which will improve their efficiency
1.4. You are required to explain how you can use the right mix of staff for an outlet of your
choice
1.5 You are required to identify and explain how the following will impact on rostering:
 Two organisational policies

 Two social and cultural considerations
1.6 You are required to identify and explain how and why you should consult with
colleagues when preparing rosters.
1.7 You are required to:
 Identify two software systems that can be used to assist in the preparation of rosters
 Prepare a roster for an outlet of your choice, for a week. Provide evidence of your
roster and support material used to prepare rosters
 Cost the roster

52 Training Manual
Work Projects
1.8 You are required to provide evidence of the ability to complete tasks outlined in
elements and performance criteria of this unit in the context of the job role, and:
 Prepare staff rosters that meet diverse operational requirements across three
different roster periods
 Demonstrate the following when preparing each of the above staff rosters:
o sufficient staff to ensure the delivery of required services within wage budget
constraints
o appropriate skills mix of the team
o compliance with industrial provisions and organisational policy
o completion of rosters within commercial and staff time constraints

Training Manual 53

54 Training Manual
Element 2:
Present and communicate rosters
2.1 Present rosters in required formats to ensure
clarity of information according to
organisational standards
Introduction
There are several ways in which a roster can be presented.
This section identifies the two basic options available and presents and defines a range of
terms associated with staff rostering.
There are two basic options for formats when presenting a roster:
 Paper-based format
 Electronic format.
Paper-based format
This option is often used by smaller business with fewer staff operating
standard hours to produce a limited range of products/services.
In relation to this option:
 The roster is written by hand on paper – a pro forma template
document may be used as the basis for developing the roister
 The original is photo-copied for distribution to staff – where multiple
copies are required
 It is an inexpensive approach – there is no outlay for systems or technology
 No special training is required – apart from experience with the business and with
preparing rosters.
Electronic format
The electronic format features the use of special software
programs to assist with determining the most cost-effective
use of staff and producing the final hard-copy roster which
are distributed to staff.
The benefits of using rostering software may include:
 Fairer treatment of individual staff – the software does
not play favourites in terms of who is assigned which
jobs
 Optimal allocation of staff to service identified busy
periods – within designated payroll parameters
 Capturing and storing of previous rosters – for possible future reference
 Saving of time – the software should produce a roster in less time than a person.
However there is a need to factor in the time it takes to learn the system and input the

Training Manual 55
necessary information, pay rates and other employment parameters which can impact
remuneration including timing of rest breaks, meal breaks, breaks between shifts.
The down-sides of this option are:
 Initial expense in purchasing the software and/or hardware
 Time spent learning the system.
Websites
See the following for roster software packages and associated information:
 http://www.ferret.com.au/t/Rostering-Software
 http://www.findmyshift.com/au/
 http://www.rosterportal.com.au/
 http://www.digitalinstinct.com.au/
 http://www.abc-roster.com/
 http://www.my-roster.com/
 http://rotaville.com/
See also the following for sample layouts of rosters:
 http://setupmyhotel.com/formats/fo/181-hotel-staff-duty-roster-chart-format.html
 http://office.microsoft.com/en-us/templates/employee-shift-schedule-TC006256176.aspx
Explanation of commonly used roster abbreviations

Every workplace will, over time, develop abbreviations which it uses on its rosters.
These abbreviations can be specific only to that particular organisation and make no sense
in other businesses.
In addition there are several abbreviations in common use:
 *** = Not on roster
 ADO = Accrued Day Off
 LSL = Long Service Leave
 AL = Annual Leave
 Com or Bev = Compassionate or Bereavement
Leave
 Con = Attending a Conference
 DR = Dining Room
 FO = Front Office
 Par = Parental Leave
 Mat = Maternity Leave
 NA = Not available for work (often used for casuals)
 RDO = Rostered Day Off

56 Training Manual
 Pub Hol = Public Holiday (meaning staff member is not required)

 SL = Sick Leave
 WC = Staff member is on Worker’s Compensation Leave
 Trg = Staff member is attending training.
Basic requirements of a staff roster

Basic roster requirements for staff rosters are they:
 Are easy to understand
 Are printed in print which is easy to read
 Are made available as required – a standard requirement is staff receive their roster 14
days in advance of their first day
 Are not changed after they have been distributed without prior discussion with, and
consent from, the staff involved
 Provide all relevant information such as:
 Names of staff who are to work
 Days of work – usually with dates
 Start times
 Break times – see comment below
 Finish times
 Where they are to work
 Role/position to be worked.
The 24-hour clock

The 24-hour clock format of time is sometimes called the ‘international time’ format.
It is commonly used as it avoids confusion over whether times given are AM or PM.
In this system:
 Midnight is 0000 or 00:00
 3am = 0300 or 03:00
 9:35AM = 0935 or 09:35
 Midday = 1200 or 12:00
 4.45 in the afternoon = 1645 or 16:45
 11:25pm = 2325 or 23:25.

Training Manual 57
For example:
Mon Tues Wed Thur Fri Sat
15/4/0X 16/4/0X 17/4/0X 18/4/0X 19/4/0X 2/4/0X
Ian Thomas A/L A/L OFF OFF A/L OFF
0830 – 0830 – 0830 – 0830 –

Alan Smith ADO OFF
1700 1700 1700 1700
0600 – 0600 – 0830 – 0600 –

Mandy Knight SL OFF
1430 1430 1700 1430
1400 – 1400 – 1400 – 1400 –

Laurie Oates OFF OFF
2045 2045 2045 2045
0630 – 0630 – 0630 –

Sue Jones ADO OFF OFF
1500 1500 1500
1400 – 1400 – 1400 –

Mick Ang
2045 2045 2045
Mon Tues Wed Thur Fri Sat
22/4/0X 23/4/0X 24/4/0X 25/4/0X 26/4/0X 27/4/0X
0730 – 0730 –
Ian Thomas 0730 – 1800 LSL LSL LSL
1800 1800
0630 – 0630 –
Alan Smith 0630 – 1500 OFF OFF PHO
1500 1500
Mandy 0830 – 0830 – 0830 – 0830 – 0830 –

OFF
Knight 1700 1700 1700 1700 1700
0600 – 0600 – 0600 –

Laurie Oates OFF RDO OFF
1430 1430 1430
1400 – 1400 – 1400 – 1400 –

Sue Jones WC WC
2045 2045 2045 2045
1400 – 1400 – 1400 –

Mick Ang
2045 2045 2045
In this example, Mick Ang is a casual employee. In many instances, casuals do not have to
be shown on rosters, but it is accepted and good practice to do so, where their times are
known in advance.

58 Training Manual
This example also does not show staff breaks – some believe it is not good to allocate
breaks on the roster as trade levels cannot always be predicted and there may be a need to
alter them ‘on the run’.
Where breaks are not shown, the supervisor may draw up a running sheet for the day giving
an overview of when the breaks should be taken, bearing in mind provisions and penalties in
employment instruments which may apply if breaks are not taken when required.
Other roster creators will show the breaks: personal choice or company policy will dictate
which option is selected.
Many operations also use the a.m. and p.m. format. It is a matter of personal choice and
preference.
Website
The following sites give information and conversion relating to time formats:
 http://www.worldtimezone.com/wtz-names/wtz-am-pm.html
 http://en.wikipedia.org/wiki/12-hour_clock
 http://www.mathsisfun.com/time.html
 http://www.onlineconversion.com/date_12-24_hour.htm
Rotating rosters
Rotating rosters are rosters which can be repeated on an ongoing basis.
They are suitable for operations where trade and staffing requirements are constant and
predictable as they save time and effort.
The organisation may, for example, prepare three
different rosters which allocate staff to certain jobs,
working different shifts, in order to equitable distribute
early starts, late finishes, quiet shifts and busy times.
If roster may be prepared for a two-week period,
meaning at the end of six weeks all staff would have
worked an early shift, a middle-of-the-day shift and a
late shift.
They may have also rotated through different positions depending on their training,
experience and skills. This would help relieve monotony and boredom of repeating the same
work all the time.
Finalising the roster

Prior to distributing the roster to staff it may be standard practice to:
 Prove the budget complies with budget restrictions – through development of a costed
roster
 Liaise with other supervisors– to share intentions and communicate proposed staffing
arrangements
 Submit the roster for approval – to owner, manager or administration
 File a copy of the roster and supporting documentation

Training Manual 59
2.2 Communicate rosters to appropriate colleagues

within designated timeframes
Introduction
Once rosters have been prepared they must be communicated to staff within designated
timelines.
This section identifies considerations which apply to this process and presents options for
distributing rosters to staff.
Communicating rosters
Typically a copy of the roster will be posted on the noticeboard within the workplace – or in
some other recognised and suitable location depending on the nature of the department.
Employment instruments will usually:
 Stipulate where roster is posted
 Dictate how far in advance the roster must be provided to staff who are listed to work on
the roster.
Other communication options include:
 Distributing hard copies to individual staff – by hand at
staff meetings or with pay advice
 E-mailing electronic copies to staff – either at their
work-based e-mail address or to their private home e-
mail.
Distribution may be supplemented by mentioning the
roster for the next week or fortnight at a weekly staff meeting or daily staff briefing.
Internal distribution to people other than staff
The person preparing the rosters may also be required to send copies of relevant rosters to
others within the organisation.
This could include:
 Supervisors of related sections – for general
information
 The pay office – for verification of hours worked and
wages paid
 Owner-manager – for information
Personnel department – for analysis of human resource
activities such as training and for checking of various entitlements such as leave

60 Training Manual
Work Projects
 Identifies the formats of the rosters used by the business
 Explain how and how often rosters should be communicated to staff. Explain
methods you can use to ensure staff understand and agree to the roster.

Training Manual 61

62 Training Manual

3.1 Administer records of shift time completed by
employees or contractors
Introduction
Standard operating procedure in business requires
timesheets to be approved for payment before wages
are calculated and paid.
This section presents and explains a timesheet,
identifies who may verify timesheets, presents
alternatives to the use of timesheets and describes
procedures for checking claims made by staff for time
worked.
The timesheet
A timesheet is a standard pre-printed document provided by the employer.
Completed and approved timesheets form the basis of payment of wages for employees.
Timesheets are completed in writing by staff to record:
 The days they work
 When they start and finish
 When they take breaks
 Certain other details as required by the employer.
Where timesheets are used:
 Every employee should be required to compete and sign their own timesheet on a daily
basis – and not complete it only at the end of a week or fortnight. Every worker has their
own timesheet
 They are located in an area which is readily accessible to
all staff
 A clock should be provided near the timesheets
 Staff need to be trained in how to complete the timesheets
in accordance with house requirements
 Staff must be advised false claims on the timesheet will
lead to dismissal
 When overtime is worked there is usually a requirement
for a supervisor or manager to co-sign the timesheet or the overtime to approve it. The
reason for the overtime may be written on the reverse side of the time sheet to justify it.

Training Manual 63
Basic layout of a timesheet
Business or Department Name

Employee Name:
Various codes – regarding employee number, pay period, location and other internal requirements as
specific to individual employer needs
Overtime Overtime
Daily
Day Date Start Stop Start Stop Total Signed
Total
Start Stop
Mon
Tues
Wed
Thur
Fri
Sat
Sun
Total
Pay office codes and calculations:

(Space used by HR to show their calculations when determining the money to be paid to
staff for the time claimed on this sheet)
Totals: __________(Hours)
Signature Authorisation for Payment:____________________

64 Training Manual
Employee details
The above style of timesheet will contain details as follows:
 Employee name and payroll number
 Cost centre against which the wages will be posted
 Employment status – full-time, regular part-time or
casual
 Date staff member started work with the organisation
 The ordinary hours worked, shown as a fraction – full-
time staff are shown as 1.0, and a regular part-time
employee working 19 hours a week, where fulltime hours are 38 per week) would be
shown as 0.5
 The pay period, by dates, for this timesheet.
Those who may verify timesheets

The person who is responsible for verifying timesheets is likely to vary between businesses.
The individual will differ depending on:
 Size of the organisation – number of staff employed
 Structure and departmentalisation of the workplace
 Scopes of authority and responsibilities given to supervisors – in relation to staffing and
related issues.
In practice, the responsible person may be:
 Business owner, operator or manager
 Division managers
 Department or Section managers or supervisors – who worked in or were responsible for
staff for the period of the roster
 These individuals will commonly be the ones who may:
 Authorise certain staff to work overtime
 Call people in to work who are not shown on the
roster – this may be done to:
– Cover staff who have been injured or had to
leave work before their rostered finishing time
– Cater for unexpected high levels of trade
necessitating attendance of more staff than originally rostered
 Send casual staff home before their finishing time as stated on the roster.
 HR personnel – employed in an administrative capacity in ‘the office’ of the organisation
 The person who was responsible for drawing up the roster to which the timesheets
relate.

Training Manual 65
Alternatives to time sheets

Some establishments do not use timesheets.
They may use:
 Time cards – which are punched with a time clock
 Electronic swipe cards.
Where these options are in use it is unacceptable for anyone
else except the staff member to punch or swipe their card.
In most cases, allowing another person to use a time card is
grounds for dismissal as it opens up the system to fraud and
abuse.
Procedures for checking claims for payment

Approving claims by staff for payment of wages may require:
 Validating timesheets or time-clock cards – by:
 Comparing the times claimed against the hours listed on the roster for each worker –
and following up discrepancies as necessary with individual employees or other
supervisors or managers
 Using personal knowledge of hours worked by staff on the basis of observation and
information to confirm hours claimed – such knowledge will be in relation to levels of
trade and permissions for overtime, deferred breaks and similar which are known to
have been given
 Ensuring all relevant and required details have been included on the timesheets – by
individual workers
 Counter-signing timesheets – which provides the
authorisation necessary for Payroll to process and pay
the claim
 Forwarding approved time sheets with appropriate
signatures – to management or accounts department
or payroll for payment
 Clarifying queries from payroll officers, human
resources department or accounts department – as they arise concerning individual staff
and their attendance and eligibility for payment.

66 Training Manual
3.2 Maintain staff rostering records according to

organisational procedures
Introduction
There is always a need for those who prepare rosters to maintain certain records and
information.
This section identifies documents and data which may need to be kept, discusses
requirements which may apply and presents filing options to assist in the process.
General requirements
It is standard practice for all staff to have ‘staff records’ prepared for them.
These records need to be maintained with proper attention paid to two critical issues:
 Security, privacy and confidentiality
 Updating them as the need arises.
Security, privacy and confidentiality
Staff records and data must be:
 Handled and stored so they are protected from loss – such as:
 Within locked filing cabinets
 Under password protected electronic files
 In offices where entry is restricted to authorised
personnel only
 Maintained within a system which has protocols
guarding against unauthorised use – which may
include SOPs or policies which:
 Prohibit staff from viewing any staff records apart
from their own records
 Require documentation to be ‘signed out’ when authorised supervisors want to
access or take records – in order to track and monitor the movement of documents
 Require documentation to be ‘signed back in’ – after they have been used to support
the control procedures for the records
 Require paper-based records not to be left ‘lying around’ – so unauthorised people
can read them
 Require electronic records not to be left ‘open’ – again, to guard against unauthorised
access.
Updating staff records
The need to update staff records comes from three main sources:
 Legal compliance requirements
 Staff-generated reasons
 Internal business requirements.

Training Manual 67
Legal compliance requirements

Staff records will need to contain documentation showing proof individual workers have
complied with legally imposed requirements to, for example:
 Gain a certificate, licence, permit or nominated qualification
 Update, re-new or refresh these certificates, licences and similar – in situations where
such documents have a time-limited duration for example, may first aid and safety-
related certificates are valid only for say, three years and must be renewed in order to
maintain their currency and legitimacy.
Staff-generated reasons
This relates to situations where staff:
 Have gained new qualifications, certificates,
licences or other qualifications
 Have up-graded an existing qualification, certificate,
licence or similar – for example, a staff member
may have up-graded a Certificate IV qualification to
a Diploma
 Have renewed an existing qualification, certificate, licence or similar – for example, by
completing a mandatory update or refresher courses to keep their certification valid
 Have obtained different experience.
Organisational requirements
This relates to amending staff files on the basis of:
 In-house training delivered to staff – so the records accurately reflect the training reach
staff member has completed with the date they did so, and the outcomes they achieved
 Experience staff gain within the establishment – this information could be of use to
management when it comes time to allocate extra responsibilities or select a person for
promotion or further training.
Need for updates

In addition to the above considerations staff records will need to be up-dated to reflect
individual staff positions in relation to legitimate entitlements as provided under their
employment instruments which may impact on roster preparations such as:
 Leave entitlements – any leave taken must be
recorded:
 In terms of type of leave taken
 Amount of time taken – in hours
 When the leave was taken – dates of same
 With accompanying documentation such as
medical certificates, proof of death of a
relative

68 Training Manual
 Leave entitlements in this context relate to all the leave types identified earlier in these
notes such as annual leave, sick leave, long service leave and other leave types
applicable under individual employment instruments
This is a critical undertaking for the person in charge of rosters or the person in charge of
payroll, or the HR manager so:
 Staff are able to access their full entitlement
 Staff are not rostered for work when they are entitled to leave or have requested
leave
 The employer does not pay out more than is
legally required to be paid in terms of leave
entitlement
 Demonstrate to authorities, trade unions or
individual staff the legally imposed obligations
in this regard have been discharged
 Public holidays – a record needs to be kept
indicating whether staff were paid for working on
these days, or whether additional time is owing and needs to be added to annual leave
or some combination, as appropriate, for this issue
 Warnings given to staff – there is usually a requirement for supervisors to keep a record
of:
 Warnings given to staff – in relation to poor performance, inappropriate actions,
unacceptable practices, lack of effort, late attendance or minor issues
 Disciplinary action taken against staff – for minor infractions
 Applications for leave – many businesses require employees to
make a formal application for annual and long service leave
There may be a certain form which needs to be completed for
this purpose detailing preferred start and finish dates
This information will need to be provided by staff in advance of
the leave they are applying so the person creating the roster can
factor in their absence and make alternative staffing arrangements
 Requests for preferential treatment – some businesses are prepared to give employees
preferential treatment in terms of rostering, and some businesses do not do this
Staff requests in this respect may be made
 For certain shifts – some workers prefer early or late shifts
 For certain days off – some prefer to have weekends off and others want nominated
other days
 For nominated roles or departments – some employees prefer working certain jobs or
in certain departments
 To accommodate family occasions and other reasons– such as time off to attend
weddings and other events, or to attend training.
 Worker’s compensation – records need to be kept as to how many weeks staff have
been paid their entitlement for this.

Training Manual 69
Again this needs to be done to:

 Ensure the worker receives their full legal entitlement but the employer does not pay
more than they are legally obliged to pay
 Demonstrate to authorities, trade unions or individual staff that the legally imposed
obligations in this regard have been discharged.
In many premises, it will be the payroll office who finally records and applies these statistics,
but it will often be the supervisor who provides the HR department with the facts and figures
for them to process.
Filing considerations
It may be house policy to allow staff to view their personal records so there is transparency
in the process.
This can identify and resolve any errors in the records: in the workplace it is common for
everyone’s recollection to become blurred with the passage of time and the clearer issues
are when there is a dispute, the better.
Allowing staff to openly view their staffing records certainly sends a clear message to staff
(things are being done honestly and in accordance with legal requirements, and helps to
build trust and goodwill.
Supervisors should be aware staff should be allowed to view only their own records as there
are privacy concerns involved where staff are able to look at the files of others.
Common filing options relate to:
 Use of a paper-based system
 A manila folder for each staff member which
contains all their documents of them. This should
begin with their original job application, résumé,
certificates, qualifications, licences, in-house
employment-related forms, next of kin form as well
as job description and any documents added
including up-dates, refreshers, new qualifications
and internal performance reviews throughout their
working life with the business
 Manilla folders are usually filed in a locked filing cabinet – it is not acceptable, for privacy
reasons, to simply keep them in a lever arch file, on a shelf
 Use of an electronic database – this option duplicates the paper-based alternative
 The same information is stored with relevant information being:
 Scanned into the system
 Transferred internally through linked systems
 Entered by hand.

70 Training Manual
Work Projects
3.1 Research an industry employer, to be approved by Trainer/Assessor, and prepare a

report detailing:
 What is involved in approving timesheets for processing

 An example of investigation into an identified timesheet discrepancy
 Name and contents of staff records maintained which impact on roster preparation.

Training Manual 71

72 Training Manual

4.1 Monitor effectiveness of rosters in consultation
with colleagues
Introduction
Standard procedure for all management actions is to monitor the implementation of any
decisions they make with a view to evaluating them.
The intention is to learn practical lesions which can be used to inform and improve future
decisions.
What should be monitored?

Many of the topics which should be monitored have already been mentioned in earlier
sections.
The standard monitoring requirements for rosters include:
Labour budget
There is always a need to identify the actual labour cost for the week/fortnight and compare
this to:
 Your predictions for the period – based on your
original calculations of what staffing requirements will
cost. Overtime, staff absences etc will function to
alter your ‘projected’ figure
 Revenue – especially where your allowance for
labour is linked to sales
 Allocated budget – to determine whether your labour
cost is above or below budget.
Service levels from a customer viewpoint
The key is service must:
 Meet establishment service levels
 Meet advertised standards
 Meet customer expectations
 Match previous service levels.
Service considerations from a staff viewpoint
This involves taking into account whether or not they were put under undue pressure,
whether their workload might tempt them to consider leaving, whether staffing levels posed
the potential for health and safety issues.

Training Manual 73
Factors occurring during the period which legitimately gave rise to ‘special situations’
not anticipated
This can include, but not limited to:
 Unseasonal weather conditions which gave rise to
higher levels of trade than anticipated
 Emergencies
 Equipment failure
 Failure of raw materials being delivered
 Unexpected closure of local competitors003A
How do you monitor?

Monitoring occurs in three ways – a combination of these is the best way to monitor:
Personal observation
Observation of customers and staff, waiting times, queues, quality of products and services
provided during the period.
Personal observation also includes your personal reflections and knowledge of what
happened during that time – which staff were away ill? Was there equipment breakdown
which caused a major problem that adversely impacted on wages? Was there an emergency
situation causing disruption and expense to production and service?
Talking to people
This should involve speaking with both customers and staff to
get their feedback: were staff under too much pressure? Did
customers feel they were kept waiting too long? Did
customers feel the quality of service was sub-standard? How
did other departments feel about the roster – how did it
impact on them?
Analysis of the figures
This means calculating actual labour cost and calculating actual sales. This analysis may
also relate to:
 Comparing statistics from this period to same period last year or Year-To-Date
figures
 Thinking about future rosters and how they may need to change on the basis of the
actual current figures
 Speaking with management to explain the situation and determine if more money is
available for the labour budget.

74 Training Manual
4.2 Identify ways in which rosters and roster

development processes may be improved and
take appropriate action
Introduction
The monitoring and evaluation referred to in the previous section must provide the basis for
action.
Making changes to rosters simply on the basis of hunches is not a recommended course of
action. Responses need to be based on evidence.
How might things change?

The changes will depend on the facts identified by the monitoring and evaluation processes
but action may include:
 Changes to the way rosters are communicated to
staff
 Changes to roster formats to make them easier to
understand
 Changes to the way rosters are prepared. For
example, trialing rostering software programs as
opposed to the existing manual approach
 Alterations to staffing levels including:
o Adding more staff to certain areas or at certain times
o Rostering less staff in certain areas or at certain times
o Advising supervisory staff they need to do more hands-on service-related work –
as opposed to managerial duties
o Starting staff earlier or later
o Finishing staff earlier or later
o Changing breaks and meal breaks to accommodate emerging patterns of trade
o Altering the individuals who have been
traditionally rostered to work together – where
there is evidence of friction
 Recruiting staff – to address identified service
deficiencies or to address projected service needs
not currently able to be filled by existing staff
 Training staff – to optimise service efficiency.
Training will only achieve so much and there may also be an associated need to look
at buying extra equipment, altering the layout of the premises, revising the raw
materials staff are required to work with.

Training Manual 75
Always bear in mind known future requirements relating to trade when looking at changes
which may need to be made.
For example, your thinking about rostering changes can be influenced by issues such as:
 Instances where you know a new local competitor is about to enter or leave the
marketplace
 Promotional activities likely to increase trade
 Level of advanced bookings
 Knowledge about local events, local celebrations, sports
events etc.
 Knowledge regarding seasonal influence on business
 Knowledge regarding public holidays and general
holidays
Taking action
When you know action needs to be taken, you must take it.
It may be prudent to discuss your intended action with management first to obtain their input
or to obtain permission.
Any action taken which directly impacts individual staff including training, reduced hours, or
redundancies should be explained to them so they understand why the decision has been
made.
This won’t make any redundancies which have to be made any less palatable but it will help
avoid the situation where staff think their performance is below expectations or they are
being victimised.

76 Training Manual
Work Projects
4.1. Research an industry employer, as identified in Work Project 3.1, and prepare a report
detailing:
 The way they monitor hours worked by staff

 Staff who undertake this monitoring activity
 Times when monitoring is conducted
 Factors which are checked and considered as part of the monitoring activity
 Ways in which improvements can be made to the rostering process

Training Manual 77

78 Training Manual
Presentation of written work

1. Introduction
It is important for students to present carefully prepared written work. Written presentation
in industry must be professional in appearance and accurate in content. If students
develop good writing skills whilst studying, they are able to easily transfer those skills to
the workplace.
2. Style
Students should write in a style that is simple and concise. Short sentences and
paragraphs are easier to read and understand. It helps to write a plan and at least one
draft of the written work so that the final product will be well organised. The points
presented will then follow a logical sequence and be relevant. Students should frequently
refer to the question asked, to keep ‘on track’. Teachers recognise and are critical of work
that does not answer the question, or is ‘padded’ with irrelevant material. In summary,
remember to:
 Plan ahead
 Be clear and concise
 Answer the question
 Proofread the final draft.
3. Presenting Written Work

Types of written work
Students may be asked to write:
 Short and long reports
 Essays
 Records of interviews
 Questionnaires
 Business letters
 Resumes.
Format
All written work should be presented on A4 paper, single-sided with a left-hand margin. If
work is word-processed, one-and-a-half or double spacing should be used. Handwritten
work must be legible and should also be well spaced to allow for ease of reading. New
paragraphs should not be indented but should be separated by a space. Pages must be
numbered. If headings are also to be numbered, students should use a logical and
sequential system of numbering.

Training Manual 79
Cover Sheet
All written work should be submitted with a cover sheet stapled to the front that contains:
 The student’s name and student number
 The name of the class/unit
 The due date of the work
 The title of the work
 The teacher’s name
 A signed declaration that the work does not involve plagiarism.
Keeping a Copy
Students must keep a copy of the written work in case it is lost. This rarely happens but it
can be disastrous if a copy has not been kept.
Inclusive language
This means language that includes every section of the population. For instance, if a
student were to write ‘A nurse is responsible for the patients in her care at all times’ it
would be implying that all nurses are female and would be excluding male nurses.
Examples of appropriate language are shown on the right:
Mankind Humankind
Barman/maid Bar attendant
Host/hostess Host
Waiter/waitress Waiter or waiting staff

80 Training Manual
Recommended reading
Recommended reading
Daniels, John D & Radebaugh, Lee H & Sullivan, Daniel P 2015, International business:
environments and operations, Fifteenth edition, Upper Saddle River, New Jersey Pearson
Ebert, Ronald J & Griffin, Ricky W 2013, Business essentials, 9th ed, Pearson, Boston
Ferrell, O. C & Hirt, Geoffrey A & Ferrell, Linda 2014, Business: a changing world, Ninth
edition, New York McGraw-Hill Irwin
Finlayson, Lilly & Hondow, Jennifer & McPherson, Belinda & TAFE SA & South Australia.
Dept of Education, Training and Employment 2005, Roster staff. Student learning guide,
TAFE SA, Regency Publishing: Minister for Employment, Training and Education, Regency
Park, S. Aust
Martocchio, Joseph J 2015, Strategic compensation: a human resource management
approach, Eighth edition, Upper Saddle River, NJ Pearson Education
Noe, Raymond A 2013, Human resource management: gaining a competitive advantage, 8th
ed, McGraw-Hill/Irwin, New York
Phillips, Jean & Gully, Stanley Morris 2015, Strategic staffing, 3 Edition, Upper Saddle River
Pearson
Robbins, Stephen P & DeCenzo, David A & Coulter, Mary K 2015, Fundamentals of
management: essential concepts and applications, 9 Edition, New Jersey Pearson
SmallPrint Australia (Firm) 2008, Tourism, hospitality and events training. SITXHRM003A,
Roster staff: participant notes and workbook, Version VC6, smallPRINT, [Australia]
Voudouris, C 2008, Service chain management: technology innovation for the service
business, Springer, Berlin; London
Wheelen, Thomas L & Hunger, J. David, 1941- 2012, Strategic management and business
policy: toward global sustainability, 13th ed, Pearson, Upper Saddle River, N.J

Training Manual 81
Recommended reading

82 Training Manual
Trainee evaluation sheet

The following statements are about the competency you have just completed.
Don’t Do Not Does

Please tick the appropriate box Agree Know Agree Not
Apply
There was too much in this competency to

cover without rushing.
Most of the competency seemed relevant to me.
The competency was at the right level for me.
I got enough help from my trainer.
The amount of activities was sufficient.
The competency allowed me to use my own

initiative.
My training was well-organised.
My trainer had time to answer my questions.
I understood how I was going to be assessed.
I was given enough time to practice.
My trainer feedback was useful.
Enough equipment was available and it worked

well.
The activities were too hard for me.

Training Manual 83
The best things about this unit were:
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
The worst things about this unit were:
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
The things you should change in this unit are:
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________

84 Training Manual
Trainee self-assessment checklist

As an indicator to your Trainer/Assessor of your readiness for assessment in this unit
please complete the following and hand to your Trainer/Assessor.
Yes No*
1.1 Develop rosters according to relevant industrial agreement and
other considerations and wage budgets.
1.2 Maximise operational and customer service efficiency while
minimising wage costs.
1.3 Combine duties where appropriate to ensure effective use of staff.
1.4 Roster teams with the most complementary skills mix to meet
operational requirements.
1.5 Take account of social and cultural considerations and broader
organisational policies that affect staff rosters.
1.6 Consult with colleagues to ensure input to rosters.
1.7 Use roster system and equipment to administer rosters.
2.1 Present rosters in required formats to ensure clarity of information
according to organisational standards.
2.2 Communicate rosters to appropriate colleagues within designated
timeframes.
3.1 Administer records of shift time completed by employees or
contractors.
3.2 Maintain staff rostering records according to organisational
procedures.
4.1 Monitor effectiveness of rosters in consultation with colleagues.
4.2 Identify ways in which rosters and roster development processes
may be improved and take appropriate action.

Training Manual 85
Statement by Trainee:
I believe I am ready to be assessed on the following as indicated above:
Signed: _____________________________ Date: ____________
Note:
For all boxes where a No* is ticked, please provide details of the extra steps or work you
need to do to become ready for assessment.

86 Training Manual

Training Manual 87
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SITXHRM002 Roster staff

© William Angliss Institute 2017

© William Angliss Institute 2016

William Angliss Institute

 Tourism  Coffee making and barista training

 Retail travel  Patisserie

 Hospitality management / operations  Bakery

 Ecotourism  Confectionery manufacturing

 Meeting and event management  Food science and technology

 Resort management  Business and retail management

 Professional cookery  Marketing and human resources

In addition to over 1000 international students enrolled at William Angliss Institute in

Phone: (03) 9606 2111

© William Angliss Institute 2017

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Element 1: Develop staff rosters

Element 2: Present and communicate rosters

Element 3: Maintain rostering records

Element 4: Evaluate rosters

© William Angliss Institute 2017

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© William Angliss Institute 2017

Work Written Oral Assignment

© William Angliss Institute 2017

Work Written Oral Assignment

© William Angliss Institute 2017

24/7 Twenty-four hours per day, seven days per week

Documents including certificates, licences, permits,

A document containing the entitlements and

The 24-hour clock where times are shown in hours

Labour budget Money available to pay staff wages

Calculated by dividing the labour cost by the sales,

MICE Meetings, Incentives, Conferences, Exhibitions

Costs in addition to ‘hours worked’ expenses such

Pro rata basis Proportionate basis

Retrenching staff Sacking/firing employees

© William Angliss Institute 2017

A department or area of the business which

Roster period The amount of time a roster is prepared for

Action taken by an organisation to prepare it for

© William Angliss Institute 2017

Element 1: Develop staff rosters

© William Angliss Institute 2017

Reasons why workplaces have rosters

© William Angliss Institute 2017

© William Angliss Institute 2017

Situations where rosters apply

© William Angliss Institute 2017

Persons responsible for preparing rosters

© William Angliss Institute 2017

© William Angliss Institute 2017

Obtaining necessary details

Examples of possible legislated requirements

© William Angliss Institute 2017

Display of and access to rosters and related information

© William Angliss Institute 2017

Specific industrial relations requirements

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Sample contents of an employment agreement

© William Angliss Institute 2017

Examples of employment agreements

Need to know employment agreements