KINGSFORD

KII4025
INTERNATIONAL
INSTITUTE

HOSPITALITY
OPERATIONS
ASSESSMENT 2
 Table of Contents
Table of Contents........................................................................... 2
Instructions to Learner........................................................................3
Assessment instructions............................................................................. 3
Assessment requirements..........................................................................5
Section A: Skills activity.................................................................................... 1
Section A1........................................................................................................ 1
TASK 1.............................................................................................................. 1
TASK 2........................................................................................................ 2
Work Roster................................................................................................... 2
Work Roster................................................................................................... 3
Section A2.................................................................................................. 4
Section B: Knowledge activity (Q & A)..............................................................6
Section B1........................................................................................................ 6
Section B2.................................................................................................. 7
Section C: Performance activity.................................................................9
Section C1........................................................................................................ 9
Task 1: Plan workflow........................................................................................... 9
Task 2: Question and answer.......................................................................10
Section C2................................................................................................ 10
KII4025 Hospitality Operations
Assessment 2

Instructions to Learner
Welcome to KII4025 Hospitality Operations ! This KII unit covers the
following units of competency:

Monitor work operations

SITXMGT001
Roster staf
SITXHRM002

Assessment instructions
Overview
Prior to commencing the assessments, your trainer/assessor will explain each
assessment task and the terms and conditions relating to the submission of your
assessment task. Please consult with your trainer/assessor if you are unsure of any
questions. It is important that you understand and adhere to the terms and conditions,
and address fully each assessment task. If any assessment task is not fully
addressed, then your assessment task will be returned to you for resubmission. Your
trainer/assessor will remain available to support you throughout the assessment
process.

Written work
Assessment tasks are used to measure your understanding and underpinning skills
and knowledge of the overall unit of competency. When undertaking any written
assessment tasks, please ensure that you address the following criteria:

 Address each question including any sub-points

 Demonstrate that you have researched the topic thoroughly

 Cover the topic in a logical, structured manner

 Your assessment tasks are well presented, well referenced and word
processed

 Your assessment tasks include your full legal name in the provided cover
page.

Active participation
It is a condition of enrolment that you actively participate in your studies. Active
participation is completing all the assessment tasks on time.

Plagiarism
Plagiarism is taking and using someone else's thoughts, writings or inventions and
representing them as your own. Plagiarism is a serious act and may result in a
learner’s exclusion from a course. When you have any doubts about including the work
of other authors in your assessment, please consult your trainer/assessor. The following
list outlines some of the activities for which a learner can be accused of plagiarism:

 Presenting any work by another individual as one's own unintentionally

 Handing in assessments markedly similar to or copied from another learner

 Presenting the work of another individual or group as their own work

Kingsford International Institute |CRICOS: 03689D RTO: 45363 Jan 2020 v1.0 1
  Handing in assessments without the adequate acknowledgement of
sources used, including assessments taken totally or in part from the
internet.

If it is identified that you have plagiarised within your assessment, then a meeting will
be organised to discuss this with you, and further action may be taken accordingly.

Collusion
Collusion is the presentation by a learner of an assignment as their own that is, in fact,
the result in whole or in part of unauthorised collaboration with another person or
persons. Collusion involves the cooperation of two or more learners in plagiarism or
other forms of academic misconduct and, as such, both parties are subject to
disciplinary action. Collusion or copying from other learners is not permitted and will
result in a “NS” grade and NYC.

Assessments must be typed using document software such as (or similar to) MS
Office.Handwritten assessments will not be accepted (unless, prior written confirmation
is provided by the trainer/assessor to confirm).

Competency outcome
There are two outcomes of assessments: S = Satisfactory and NYS = Not Yet
Satisfactory

Once the learner has satisfactorily completed all the tasks for this module the learner will
be
awarded “Competent” (C) or “Not yet Competent” (NYC) for the relevant unit of competency.

If you are deemed “Not Yet Competent” you will be provided with feedback from your
assessor and “will” be given another chance to resubmit your assessment task(s). If you
are still deemed as “Not Yet Competent” you will be required to re-enrol in the unit of
competency.

Additional evidence
If we, at our sole discretion, determine that we require additional or alternative
information/evidence in order to determine competency, you must provide us with
such information/evidence, subject to privacy and confidentiality issues. We retain
this right at any time, including after submission of your assessments.

Confidentiality
We will treat anything, including information about your job, workplace, employer, with
strict confidence, in accordance with the law. However, you are responsible for
ensuring that you do not provide us with anything regarding any third party including
your employer, colleagues and others, that they do not consent to the disclosure of.
While we may ask you to provide information or details about aspects of your employer
and workplace, you are responsible for obtaining necessary consents and ensuring that
privacy rights and confidentiality obligations are not breached by you in supplying us
with such information.

Assessment appeals process

If you feel that you have been unfairly treated during your assessment, and you are not
happy with your assessment and/or the outcome as a result of that treatment, you have
the right to lodge an appeal. You must first discuss the issue with your trainer/assessor. If
you would like to proceed further with the request after discussions with your
trainer/assessor, you need to lodge your appeal to the course coordinator, in writing,
outlining the reason(s) for the appeal. For more information please refer to our policy
and procedures by visiting www.kii.edu.au/documents or login to your LMS account by
clicking the link https://www.kiionline.edu.au/course/view.php?id=59.

Recognised prior learning

Candidates will be able to have their previous experience or expertise recognised on
request.
Special needs
Candidates with special needs should notify their trainer/assessor to request any required
adjustments as soon as possible. This will enable the trainer/assessor to address the
identified needs immediately

Assessment requirements
Assessment can either be:
 Direct observation

 Product-based methods e.g. reports, role plays, work samples

 Questioning

The assessment activities in this workbook assess aspects of all the elements,
performance criteria, skills and knowledge and performance requirements of the unit
of competency.

To demonstrate competence in this unit you must undertake all activities in this
Assessment and have them deemed satisfactory by the assessor. If you do not
answer some questions or perform certain tasks, and therefore you are deemed to be
Not Yet Competent, your trainer/assessor may ask you supplementary questions to
determine your competence. Once you have demonstrated the required level of
performance, you will be deemed competent in this unit.

Should you still be deemed Not Yet Competent, you may have the opportunity to resubmit
your assessments or appeal the result.

As part of the assessment process, all learners must abide by any relevant assessment
policies as provided during induction (orientation). For more information refer to our
assessment policies by visiting www.kii.edu.au/documents or login to your LMS account
by clicking the link https://www.kiionline.edu.au/course/view.php?id=59.

If you feel you are not yet ready to be assessed or that this assessment is unfair, please
contact your assessor to discuss your options. You have the right to formally appeal
any outcome and, if you wish to do so, discuss this with your trainer/assessor.

Demonstration (if applicable)

Throughout this unit, you will be expected to show your competency of the elements
through demonstrations. Your trainer/assessor will have a list of demonstrations you
must complete or tasks to be observed. The demonstrations will be completed as
well as the activities found in this Assessment

An explanation of demonstrations:

Demonstration is off-the-job

A demonstration will require:

Performing a skill or task that is asked of you

 Undertaking a simulation exercise.

The demonstration will take place in the training environment. Your trainer/assessor will
ensure you are provided with the correct equipment and/or materials to complete the
task. They will also inform you of how long you have to complete the task.
You should be able to demonstrate the skills, knowledge and performance criteria
required for this KII unit.

Summative Assessments
The summative assessments are the major activities designed to assess your
skills, knowledge and performance, as required to show competency in this unit. These
activities should be completed after finishing the Learner Guide. You should complete
these as stated below and as instructed by your trainer/assessor.

Skills, knowledge and performance may be termed as:

 Skills – skill requirements, required skills, essential skills, foundation skills

 Knowledge – knowledge requirements, required knowledge, essential

knowledge, knowledge evidence

 Performance – evidence requirements, critical aspects of assessment,

performance evidence.

Section A: Skills activity

It will demonstrate all of the skills required for this unit of competency – your assessor will
provide further instructions to you, if necessary.

Section B: Knowledge activity (Q & A)

The knowledge activity is designed to be a verbal questionnaire where the assessor
asks you a series of questions to confirm your competency for all of the
required knowledge in the unit of competency.

Section C: Performance activity

The performance activity is designed to be a practical activity performed either in the
workplace or a simulated environment. You should demonstrate the required practical
tasks for the unit of competency and be observed by the assessor, as applicable to
the situation.

If necessary, for the activities, you should attach completed written answers,
portfolios or any evidence of competency to this Assessment.
ASSESSMENT COVERSHEET
Unit:
SITXMGT001, SITXHRM002
Course Name: CERTIFICATE IV IN COMMERCIAL COOKERY

Assessment
Tool: Assessment 2

Student must fill this section:

Student Name: GRAZIELLE M. AMPONGAN

Student ID: 20210061

Privacy Release “I give my permission for my assessment material to be used in
Clause: the auditing, assessment validation & moderation Process”

“I declare that:
Authentici  The material I have submitted is my own work;
ty  I have kept a copy of all relevant notes and reference
Declaratio material that I used in the production of my work;
 I have given references for all sources of information
n:
that are not my own, including the words, ideas and
images of others.”

Date: 03/20/22

Student signature:
g.ampongan

Assessment Completion Status

Attempt Satisfactory Non- Date
Satisfactory Assessor’s
Signature

Initial attempt  

2nd  
attempt/Re-
assessment

Feedback to student:
 Information for Student:

 All work is to be entirely of the Student.

 Read the instructions for each question very carefully.
 Be sure to PRINT your FULL name & LAST name in every place that is provided.
 Short questions must be answered in the spaces provided or follow the word limits as
instructed.
 For those activities requesting extra evidence such as: research reports, ESSAY reports, etc.
The student must attach its own work formatted in double space, Arial 12 pts.
 All assessment tasks must be addressed correctly in order to obtain a competence for the unit
of competency.
 If the Student doesn’t understand the assessment, they can request help from the assessor to
interpret the assessment.
 All assessments must be submitted online. Login to www.kiionline.edu.au and follow the
subject link to submit your assessments. Note that the hard copy of the assessments will not
be accepted.
Re-assessment of Result& Academic Appeal procedures:

If a student is not happy with his/ her results, that student may appeal against their grade via a written
letter, clearly stating the grounds of appeal to the Operations Manager. This should be submitted
after completion of the subject and within fourteen days of commencement of the new term.
Re-assessment Process:
 An appeal in writing is made to the Operations Manager providing reasons for re-assessment
/appeal.
 Operations Manager will delegate another faculty member to review the assessment.
 The student will be advised of the review result done by another assessor.
 If the student is still not satisfied and further challenges the decision, then a review
panel is formed comprising the lecturer/trainer in charge and the Operations Manager OR if
need be
an external assessor.
 The Institute will advise the student within 14 days from the submission date of the appeal. The
decision of the panel will be deemed to be final.
 If the student is still not satisfied with the result, the he / she has the right to seek
independent advice or follow external mediation option with nominated mediation agency.
 Any student who fails a compulsory subject or appeals unsuccessfully will be required to re-
enrol in that subject.
The cost of reassessment will be borne by the Institute. The external assessor will base his/her
judgement based on principles of assessment. These principles require assessment to be reliable, fair,
practical and valid.
Academic Appeals
 If you are dissatisfied with the outcome of the re-evaluation process, you have a right to appeal
through academic appeals handling protocol.
 To appeal a decision, the person is required to complete the KII- Request for Appeal of a Decision
form with all other supporting documents, if any. This form is available via our website. The
completed Request for Appeal form is to be submitted to the Student Support Officer either in
hard copy or electronically via the following contact details:
Student Support Officer, Kingsford International Institute (KII), Level 6, 128-136 Chalmers St,
Surry Hills, NSW 2010, Email: admin@kii.edu.au
 The notice of appeal should be in writing addressed to the Operations Manager and submitted
within seven days of notification of the outcome of the re-evaluation process.
 If the appeal is not lodged in the specified time, the result will stand and you must re-enrol in the
unit.
 In emergency circumstances, such as in cases of serious illness or injury, you must forward a
medical certificate in support of a deferred appeal. The notice of appeal must be made within
three working days of the concluding date shown on the medical certificate.
 The decision of Operations Manager will be final.
 Student would then have the right to pursue the claim through an independent external body
as detailed in
the students’ complaint / grievance policy.

“I understand all the above rules and guidelines for the assessment”

Full Name Signatu

re Date
(dd/mm/yyyy)
GRAZIELLE M. AMPONGAN g.ampongan 03/20/22
Section A: Skills activity

Section A1
Objective: To provide you with an opportunity to show you have the
required skills for this unit.

This activity will enable you to demonstrate the following skills:

 Reading skills
 Numeracy skills
 Problem solving skills
 Planning and organising skills

Answer the activity in as much detail as possible, considering your

organisational requirements.

TASK 1

The “Footy Club” is a medium sized sporting club with dining, bar (2) and gaming
facilities.
Unexpectedly, the food and beverage manager resigns. To fill his position the
company hires Jenny Lopez, an experienced manager from a local RSL club.

The management team of the Footy Club feels that she has the right
experience to take over the operation at short notice, and will bring some fresh
ideas into the two bars.

When Jenny reports for work she is shown around the club and introduced to
her team by the executive manager. He also outlines her duties and indicates
his plans for reorganizing the food and beverage department, in particular, the
bars.

The following week, Jenny begins to analyze the operation of the food and
beverage section and finds several disturbing facts.
 documentation –reports and summaries were disorganized and incomplete
 RSA signage and programs for staf were non-existent
 cashier balances were not in balance
 bar takings were declining rapidly
 customer complaints were high
 staf were out of uniform and often late or not at their station

QUESTIONS

a) List the critical problems Jenny faces, and the decisions she must make.

• Jenny needs customer input to be collected and evaluated because customer

requests were strong.Bar revenue was declining fast.
• Jenny should establish a standard and a routine for document management
because the documents / clerics are incomplete and unstructured.The cashier
balances were out of whack.
• Jenny must search for and check items sold on a consumer basis, as Bar Takes
declined easily.Most of the records are cluttered and missing.
• Jenny should conduct an audit of the company's income and expenditures
because the cash flow was not balanced.
 b) What decisions need to be made by Jenny?

• Forecast the food and beverage department's management.

• Plan out the organization's development strategies.
• Motivate employees to work for the sake of both personal and organizational
development.
• Customer feedback will be taken into account..

c) Are any of the decisions suitable for programmed decisions?

 Jenny's choices are preprogrammed for decision making.

d) Should she involve other people in making any of these decisions?

If so, who, why and to what extent.

• Who: Executives, managers, supervisors, department heads,

employees, and even customers.
• Why: Management should be aware of all difficulties; if there are a
large number of complaints, they can help in fixing the situation.
• What: We should assess what is wrong.

e) If you were Jenny, what immediate action would you take? Why?

 Send an email outlining all of the problems and coming up with ideas
some solutions to all of the staff.

f) What would be your short-term and long-term objectives?

• In the short term, identify the problem and seek immediate solutions.
• Long-term: Develop policies and procedures to avoid future problems.

You will find a description of the problems in the roster document. Please read
this description carefully, and then analyze the current roster. What changes
can you make to resolve the problems that have been identified?
TASK 2

Scenario. Hotel California

The Bar Lobby area consists of one bar and a lounge area. Two staf
are employed here: Elizabeth Lim and Tony Hughes.
Both are multi-skilled in all areas; that is, they can both work the
floors, bar and cashier station. Elizabeth and Tony have been
employed at Hotel California for two years, and both work from 5pm
until 1am, five days a week.

The following roster for Saturday seems to be causing some

concern in the way that Elizabeth and Tony have been rostered. 1)
It seems unfair that floor staff are also required to be in
control of the cashier, when the cashier is located at the end of
the bar area. 2) Break times also seem to be causing some
concern. All staf have also agreed to rotate duties every hour as
it gets really busy on the floor at all times. 3) Both staff are
required by law to have 2 ten-minute breaks and a 30-
minute meal break during their shift.

Remember:
1. There are 3 duties that need to be performed. Floor, bar and
cashier and two staf
2. staf must rotate duties every hour
3. Both staf must have one 10-minute break and one 30-minute break.
4. Staf will need to clean-up before finishing at 0100.

Now answer the following questions:

a) prepare a revised roster (a blank roster is on the next
page). b) Give an explanation of the changes you have
made.

Work
Roster
Location Lobby Bar
:
Staff: Elizabeth Lim
Tony Hughes

Day: Saturday
Time Ton
y
Eliza
beth

5 – 6pm Floor Bar/cashier’s

station

6 – 7pm Floor/cashier’s station Bar

7 – 8pm Bar, including 10- Floor/cashier’s station

minute tea
break

8 – 9pm Floor Bar/cashier station,

including 10-minute
break

9 – 10pm Bar/cashier’s station, Floor

including a meal break

10 – Bar/cashier’s station, Floor

11pm including a meal break

11 – Floor Bar, including a

12pm meal break

12 – 1am Tidy bar/cashier’s station Clean floor area

Revised Roster for Saturday

Work
Roster

Location: Lobby Bar

Staff: Elizabeth Lim

Tony Hughes

Day: Saturday

Time Tony
Elizabeth
5 – 6pm FLOOR BAR/CASHIER’S
STATION
With 10-minutes break
 6 – 7pm BAR/with a meal break FLOOR/CASHIER’S STATION

7 – 8pm FLOOR/CASHIER’S STATION BAR/ with a meal break

8 – 9pm FLOOR BAR/CASHIER’S STATION

9 – 10pm FLOOR BAR/CASHIER’S STATION

10 – BAR/CASHIER’S STATION FLOOR

11pm With 10-minutes break

11 – FLOOR BAR/CASHIER’S STATION

12pm

12 – 1am TIDY BAR/CASHIER’S STATION CLEAN FLOOR

AREA

Upon reviewing the first rostered shifts of the 2 staff, I come up with the idea of
shifting their time shifts that suits the agreed rotation of duties and make sure to
get the their breaks and meal breaks without afecting their duties.

Section A2
Objective: To provide you with an opportunity to show you have the
required skills for this unit.

This activity will enable you to demonstrate the

following skills: Reading skills to:

 Interpret documents outlining opening and closing times,
operational hours, and expected customer traffic

Writing skills to:

 Write potentially complex roster documentation

Oral communication skills to:

 Ask colleagues questions to confirm their requirements

 Listen, understand and interpret

messages Numeracy skills to:

 Complete planning activities involving dates, times and staf ratios

Problem-solving skills to:

 Re-work rosters in cases of staf illness

Teamwork skills to:

 Consider staf requests and personal commitments when planning rosters
 Technology skills to:
 Use system capabilities and functions of rostering software programs.

Answer the activity in as much detail as possible, considering your

organisational requirements.

1. Read through workplace documentation that outlines the

opening and closing times, operational times, and expected
customer traffic for your organisation. Interpret the information
to highlight when the busiest periods are within your workplace.

 My previous workplace is a café that is open from 8 a.m. to 3 p.m.,

kitchens close at 2:30 p.m., and the working periods are from 8 a.m. to
1 p.m., when the majority of the customers eat breakfast and lunch.

2. Within your workplace, develop a draft roster for the next month
which has not already been scheduled.

The Teablock Cafe

TUESDA WEDNES THURSD FRIDAY SATURDAY SUNDAY
MONDAY Y D AY AY 02/03/2021 03/04/2021 04/04/20
29/03/20 30/03/20 31/03/202 01/04/20 21
21 21 1 21
CHEF
8:00-3:00 Ellah/ Ellah/ Cara/ Ellah/Meg Ellah/Meg CLOSED
Meg Ellah/ Meg Meg
Meg
TILL
8:00 – Rizza Kim Rizza Andy Km Agoy
3:00 CLOSED
BARISTA
8:00-3:00
ALL Agoy Rizza Agoy Francis Francis
ROUNDER
8:00 –3:00 Andy CLOSED
ALL
ROUNDER Kim Andrei Andy Morse Andrei Mae
8:00 –3:00
CLOSED
DISHWASH
ER
8:00 –3:00 Andrei Morse Hanna Donut Moy Ian

CLOSED

Ian Donut Ian Moy Morse Moy

CLOSED

3. In the process of developing the roster, communicate with a number

of personnel, where needed, to confirm their requirements.
Incorporate their requirements into the roster.
 Employees with children who choose to work on a given day.
 Students
 Employees who are dedicated to the Church
 Employees with health issues who have a specific time schedule requirement

4. When do you expect the busiest times and dates to be within the
upcoming month period? Roster staff based on organisational
policies regarding staff ratios in comparison to customers.
  Our restaurant serves food from breakfast to dinner. Midnight snacks are also
available.
 Our restaurant is close to the beach, and we get more tourists in the summer
than in the other seasons of the year.

5. Within a workplace environment, make amendments to existing

rosters following cases of staff illness.

 As part of a backup plan

 We hire a diverse group of qualified individuals to handle the few tasks in the kitchen.
 We also employ casual workers who can be called in if we need to lift customers in a hurry.
 We also provide OT hours to our employees.
6. When developing the roster, take staff requests and personal
commitments into account. How can the roster be structured to
incorporate as many personal commitments as possible without
damaging operation requirements?

 Employ multi-skilled workers.

 Check that the roster was filled out evenly.
 The schedule/shift has been reasonably extended.
 There is enough work for everyone.
7. Use a rostering system to develop a final roster based on the
information you have gathered.

 My company uses the Deputy app to provide the schedule and receives
notifications via e-mail or the app.
Section B: Knowledge activity (Q & A)

Section B1
Objective: To provide you with an opportunity to show you have the
required knowledge for this unit.

The answers to the following questions will enable you to demonstrate your
knowledge of:

 Work organisation and planning methods appropriate to the industry sector

 Leadership and management roles and responsibilities in the relevant
industry sector
 Operational functions in the relevant industry sector
 Procedures and systems to support work operations
 Concepts of quality assurance and how it is managed and
implemented in the workplace
 Sustainability considerations for frontline operational management
 Time management principles and their application to leaders and
managers for planning own work and the work of others
 Principles of efective delegation and delegation techniques in a
frontline management context
 Problem-solving and decision making processes and techniques
and their application to typical workplace issues
 Industrial or legislative issues that afect short-term work
organisation appropriate to the industry sector

Answer each question in as much detail as possible, considering your

organisational requirements for each one.

1. Can you identify four work organisation methods appropriate to

your industry sector?
• Participation
• Emphasize teamwork.
• Job specialization
• Time management

2. What are the six primary functions of management?

 Controlling
 Commanding
 Coordinating
 Forecasting
 Organizing
 Planning

3. Can you identify three operational functions specific to your business?

 Improving performance by striking a balance between departments and

groups
 Maintaining Good effective communication and attempting to achieve
consensus
 Business process auditing and reengineering
4. Can you identify four procedures and systems which support work
operations?

 Operational performance evaluation

 Implement enhancements to operational processes
 Analyze all information gathered
 Activate your employees

5. How can the concept of quality assurance be defined?

 A method of avoiding problems when delivering products or

services to customers by preventing mistakes and defects in
manufactured products. We should plan the proposed changes
to the procedures and systems. The budget and time frame
required for successful implementation must be considered.
We must account for decreased productivity as a result of new
procedures being implemented. Finally, we will need to keep
an eye on the employees to ensure that they are following the
new procedures and systems.

6. Which quality standards and procedures are used by your

organisation?

 Quality processes include an user guide, a procedure for record

keeping, a procedure for document control, a procedure for conducting
internal audits, a procedure for non - conformance control, and a
procedure for incorporating and controlling preventive and corrective
actions. Positive and assertive constructive feedback should be
provided.

7. What is the relationship between operational efficiency

and financial sustainability?

 When a company's current efficiency improves, working capital

spending decreases, increasing the company's financial sustainability.
8. Can you identify four ways of minimising waste within your
organisation?

 When not in use, turn off lights and equipment.

 Using natural resources for heating and lighting
 Purchasing energy-saving machinery and equipment
 Using environmentally friendly modes of transportation

9. Can you identify four time management strategies that may be

applied by leaders and managers for the planning of their own work
and the work of others?

 Rather than attempting to multitask, focus on one task at a time.

 Setting reasonable and realistic deadlines for task completion
 Developing attainable goals that can be implemented during the
working day
 Keeping a weekly schedule and a planner

10. Can you identify four aspects that the principles of delegation relate
to?

 What is required is communicated clearly.

  Getting people to commit
 There is no undue interference.
 Regular reporting is required.

11. Can you identify the stages of the 8D problem solving method
 Planning
 Building a team
 Describing the problem
 Implementing a short-term solution
 Identifying and addressing the root causes
 Verifying the solution
 Implementing the long-term solution
 Implementing the risk of re-occurrence
 Celebrating success
12. Can you identify five responsibilities that employers have for
the health and safety of other staff members?

 The work environment, work systems, machinery, and equipment are all
safe
 and well-maintained.
 There is information, training, instruction, and supervision available.
 Workers' health and workplace conditions are monitored, Workers' health
and workplace conditions are monitored.
 adequate workplace facilities are available.
 Chemicals are handled and stored in a secure manner.

Section B2
Objective: To provide you with an opportunity to show you have the
required knowledge for this unit.

The answers to the following questions will enable you to demonstrate your
knowledge of:

 Sources of information on awards and other industrial provisions

 Industrial agreements and other considerations which impact the
preparation of staffing rosters
 Key elements of applicable awards and enterprise agreements
 Organisational policies which impact the preparation of staffing rosters
 Industry sector:
o role of rosters and their importance in controlling staf costs
o system capabilities and functions of rostering software programs
o diferent formats for and inclusions of staf rosters
o diferent methods used to communicate rosters, both electronic and
paper- based
 Specific organisation:
o social, cultural and skills mix of the team to be rostered
o full details of human resource policies and procedures that
cover leave provisions and socio-cultural issues
o operational requirements of the business activity, department
or event subject to rostering
o wage budget for the business activity, department or event
subject to rostering

Answer each question in as much detail as possible, considering your

organisational requirements for each one.

1. Where can you locate information on awards and other industrial

provisions?

 I can find information about rewards and other industrial provisions

at the Fair Work Commission. An industrial award, or simply an
award, is a decision made in Australia by either the national Fair
Work Commission (or its predecessor) or a state industrial relations
commission that guarantees all wage earners in a specific industry
or occupation the same minimum pay rates and working conditions,
such as leave entitlements, overtime, and shift work, among many
other workplace-related conditions. The National Employment
Standards, founded by the national awards, provide such a basic
safety net of employment terms and conditions for all national
system employees. Pay rates are defined using terms such as
award wages or award rates.
2. Provide two examples of awards that may be applicable to
organisations in the tourism, travel, hospitality and event
sectors.

 AHA Awards and Prizes

 World Travel Awards
3. Describe three key elements of industrial agreements
that impact on developing rosters.
 Improve employee morale – As a staff member, nothing is more infuriating
than postponing plans because you're unsure whether or not you'll be
rostered to work. Employee morale suffers as a result of this paradigm, and
performance can suffer as a result. Managers can demonstrate to employees
that their time is valuable by improving staff scheduling strategies.
 Spend less time drafting rosters. – This allows them to devote more
time to managing their teams, meeting budgets, and facilitating
business growth.
 Organizational strategic scheduling– A strategic approach to staff
scheduling is an absolute must from an operational standpoint. By
taking into account employee performance, strengths, and
weaknesses, managers can build tactical rosters that facilitate
superlative efficiency. Finally, a thorough understanding of employees
will be critical to maximizing performance.

4. What organisational policies exist within your organisation that
impact on the development of rosters?

 Organizational initiatives that are socially and culturally conscious

 initiatives promoting a family-friendly workplace

5. How are rosters useful for reducing staff costs?

 Using a roster template benefits an organization in a variety of ways,

including: Cost savings: Better scheduling can reduce overhead costs
associated with not assigning more employees than are needed at any
given time, and it can prevent employees from becoming overworked due
to insufficient rest between shifts or bad shift combinations.

6. What are the functions of the rostering software

program used by your organisation?

 Scoro's work management features make tracking and planning schedules

more efficient. Assigning tasks and scheduling shifts is a breeze with its own
planner, which allows you to view individual workloads of your employees as
well as available slots.

7. Describe the difference in format between a daily and weekly or monthly

roster.

 A daily roster is a roster of a military unit that shows what duties (as a guard
and kitchen police) each individual has performed.
 Weekly roster: used when employees work seven days a week. When
rostering staff to fully cover the business opening hours, award rules that
govern the number of consecutive days that can be worked and the number
of hours that can be worked per week must be considered.
 Monthly roster: Employees are usually listed on the left side of a grid in a
monthly roster, which is usually ordered alphabetically. A schedule in shift
work typically employs a recurring shift plan.
8. Provide four examples of methods to communicate rosters to
employees.

 Upload the roster to the internal network.

 Employees should be emailed or messaged.
 Post the roster on the bulletin board.
 Distribute schedule options to the entire staff.
9. What social and cultural needs do you need to consider
when developing a roster?

 Staff needs
 Organizational needs
 Workforce and skills required to delivered services
 Conformity to relevant legislation
 Workforce availability
10. Provide details of human resource policies and procedures about
the following:

 Personal/carer’s leave and compassionate leave - Every employee is

entitled to two days of compassionate leave when a member of their immediate
family or household dies or suffers a life-threatening illness or injury.
 Public holidays - An employee may be absent from work for work purposes on
a day or part-day that is a public holiday in the location where the employee is
based.
 Parental leave - The Fair Work Act of 2009 contains a substantial amount of
information about parental leave.
 Mandated breaks - Taking the Hospitality Industry (General) Award 2010 as an
example, workers are permitted to request an unpaid break of up to 30 minutes
when required to work a shift of more than five hours and up to six hours.
 Maximum allowed shift hours - Unless an employer requests reasonable
extra hours, an employee can work a maximum of 38 hours per week.
 Permanent or casual staff - Casual employees have fewer entitlements than
permanent employees. Casual employees are typically paid on an hourly
basis. ...Casual employees typically receive a 20-25 percent loading to
compensate for their lack of entitlements when compared to permanent
employees..
 Standard, overtime and penalty pay rates - Not all modern award
workplace agreements require payment at a higher rate. However, most will
require an employer to pay at least 150 percent (time and a half) of the normal
base wage for Saturday work and 200 percent (double time) for Sunday work..
 Jury service - Full-time and part-time employees who are required to serve on
juries should be reimbursed for their normal working hours; employers should
pay the difference between the court's payment and their usual rate of pay.
Section C: Performance activity

Section C1
Objective: To provide you with an opportunity to demonstrate the
required performance elements for this unit.

This activity will enable you to demonstrate the following performance evidence:

 Plan and organise workflow for a team operation or activity

 Monitor and respond to team-based operational and service issues
during the above operation or activity
 Complete each of the following organisational records for
the above operation or activity

How to complete this Section:

There are two tasks in this section, Task 1 and Task 2. Task 1 and Task
2 require you to use your work examples and answer the questions. If
you are not currently working then you can use the case study
“Boutique Event” available in the resources folder.

Option 1: You can use your workplace or training environment’s standard

templates or
formats, if available.

Option 2: Alternatively, the following documents are available in your

‘Course files’ to assist in the development of your workflow plan. Examples
of entries are provided in the two templates in a separate document. Refer to
the resources folder in Moodle to access the documents.
Upload your file to Moodle (www.kiionline.edu.au )

Task 1: Plan workflow

 Read all instructions before beginning the task.
 Choose one section, operation or activity in your work area or training
environment. The tasks in your selected area must be undertaken by
a team. Examples of operational activities include the following:
 Direct customer service activities, such as provision of service in a
hospitality or events venue, travel agency, tour company, tourist attraction
or resort.
 Other customer service activities, such as food production, meal delivery
(e.g., in health care), business or administration activities.
 Support activities conducted within a business, such as stock
control (e.g., stocktakes), security procedures or maintenance of
equipment.
 Plan and organise workflow for a team operation or activity that takes into
account at least six of the following contingencies:
 delays and time difficulties
 difficult customer service situations
 equipment breakdown or technical failure
 financial resources
 staffing levels and skill profiles
 rostering requirements
 staf performance
 procedural requirements
 product development and marketing.
 Create a workflow plan for your selected area, operation or activity.
 Possible formats for your workflow plan include:
 workflow chart
 process map
 work schedule
 function or event run sheet
 any other type of workflow planning tool suitable for your selected area,
operation or activity.
Task 2: Question and answer
Q1: Which contingencies listed were considered when developing your
workflow plan?

 Rostering requirements
 Staff performance
 Procedural requirements
Q2: Describe how these contingencies influenced your planning process.

 Rostering requirements - Each employee already has a roster, so

they are not overworked or show up when the team does not
require additional personnel.
 Staff performance - Delegate work and responsibilities to
employees based on their abilities.
 Procedural requirements - Staff must pay attention to workflow
procedures so that they understand how to complete the flow and
their roles / job desks.

Q3: Describe what factors determined how you allocated tasks and
responsibilities to team members.

 List all of the tasks that must be completed in order to

complete the project.
 Tasks should be distributed evenly among team members,
leveraging team strengths or areas for development.
 Ensure that everyone on the team agrees to take on the assigned
tasks.
Q4: Describe how you assessed workloads for individual members of your
team.

 Designate the most important jobs first, then adjustment start and
due dates, make sure you're ascribing the right person or people to
each task or project, factor that plays your team in the
conversation, and at last, always explain why you're going to assign
a specific task to someone.

Section C2
Objective: To provide you with an opportunity to demonstrate the
required performance elements for this unit.

This activity will enable you to demonstrate the following performance evidence:

 Prepare staf rosters that meet diverse operational requirements

across three diferent roster periods
 Demonstrate the following when preparing each of the above staf rosters:
o sufficient staf 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.

Answer the activity in as much detail as possible.

TASK 1: Your department has five full-time staf of equal seniority and ability.
The names of these staf members are:
JULIA, SASHA , PATRICK, FRASER, PAUL

These staf members have all made requests to have the following days of
over the period of the next roster, you must aim to accommodate all requests if
possible:

 SASHA: Requests all Saturdays of in August

 FRASER: Requests to be rostered of or to get late shifts on Saturdays
 PAUL: Requests the 13th-16th August of (4 days) to go to a wedding
 PATRICK: Cannot work Sundays on the 7th, 14th and 21st August.
 JULIA: No requests have been made

This establishment requires two staf members for the Early shift (7.00 to 15.30)
and two staf members for the Late shift (15.00 to 23.30) from Monday to Friday
and only one staf member per shift on weekends. A third staf member is
required for a “swing shift” (09.00 to 17.30) on Fridays to cope with the extra
pressure at the end of the week.

This is the roster for the last week of July. Please complete the roster for the
next three weeks using the blank rosters below.

Name Monday F

Thursd Friday Saturd Sunda

Tuesda Wednesda ay ay y
25th
y y 27th
29th
26th 28th 30th 31st

Julia E E E E E RDO RDO

Sasha RDO E E E E
RDO E

Patrick L L RDO L L
R L
D
O

Fraser E E L L L

RDO RDO

Paul L L L L S

RDO RDO
Name Tuesd Wednesda Thursda Friday Saturda Sunda
Mon ay y y y y
day 5th
1st 2nd 3rd 4th 6th 7th

Julia E RDO E E E E
RDO

Sasha RDO E E E E E
RDO

Patric L L RDO RDO L

k L RDO

Fraser E E L L L
RDO RDO

Paul L L L L S
RDO L

Name Monda Tuesday Wednesd Thursda Friday Saturda Sunda

y 9th y y y
ay
8th 12th
10th 11th 13th 14th

Julia E RDO E E E
RDO L

Sasha RDO E E E E
RDO E

Patric L L RDO RDO L E

k RDO

Fraser E E L L L L
RDO
Paul L L L L S
RDO RDO
 Name Tuesday Wednesda Thursda Friday Saturda Sunda
Mon 16th y 17th y y y
day 19th
15th 18th 20th 21st

Julia E E E E E RDO
RDO

Sasha L E E RDO E
RDO E

Patric L L RDO E L
k L RDO

Fraser E E L L L
RDO RDO

Paul RDO RDO L L S

E L

TASK 2: Your establishment has six full-time employees of equal

seniority and ability, who are backed up by three casual staf members
who are rostered as requested. The names of these full-time staf members
are:

KEVIN, MARTIN, ROBERT, JEAN , BASIL,

MARGARET

The names of the casual staf members are:

JOHN (Available Saturday and Sunday

only) ANNE (Available Monday to Thursday

only)

DAVID (Available Tuesday, Friday, Saturday and Sunday

only)
Two staf members must work each shift (Early and Late) and there must be
one person on a swing shift each day. On Friday and Saturday evening,
there must be an extra person rostered on for the Late shift.
 Name Monda Tuesday Wednesd Thursda Friday Saturda Sunda
y ay y y y
th
th
26 th
25 27
th
28th 29 30th 31st

KELLY E E E E E RDO RDO

MARTIN RD RD E E E E E
O O

ROBERT E E RDO RDO L L

L JEAN L L L RDO RDO E

BASIL L L L L L RDO RDO

MARGAR S RD RDO L S L L
ET O

JOHN L

L ANNE S S

DAVID S S S

.
 Name Tuesday Wednesda Thursda Frida Saturda Sunda
Mon y y y y y
nd
day 2
st
3rd 4th 5th 6th 7th
1
KELLY E E E E E RDO

RDO

MARTIN RDO RDO E E E E

ROBERT E E RDO RDO L L L

JEAN
L L L RDO RDO E E

BASIL L L L L L RDO RDO

MARGAR
ET S RDO RDO L S L L

JOHN S LL
S

ANNE S S

DAVID S S L
S
 Name Monda Tuesday Wednesd Thursda Frida Saturda Sunda
y th ay y y y y
8 th
9
th
10 11th 13th 14th 15th
KELLY E E E E E RDO RDO

MARTIN RDO RDO E E E E

ROBERT E E RDO RDO L L L

JEAN L L L RDO RDO E

E

BASIL L L L L L RDO RDO

MARGAR S RDO RDO L S L

ET L

JOHN L L
S

ANNE S S

DAVID S S
S

Name Monda Tuesday Wednesd Thursda Friday Saturda Sunda

y ay y y y
th
th
17 th
16 18
th
19th 20 21st 22nd

KELLY E E E E E RDO RDO

 MARTIN RDO RDO E E E E E

ROBERT E E RDO RDO L L L

JEAN L L L RDO RDO E E

BASIL L L L L L RDO

RDO

MARGARET S RDO RDO L S L L

JOHN L
L S

ANNE S S S

DAVID S S
S S
Task 3: Using the week beginning Monday 1st October and ending Sunday
7th October, cost the roster for all staf members using the following pay
rates:

Full Time Staff: Casual:

Monday to Friday Monday to Friday
$12.50/hour $15.63/hour
Saturday $18.75/hour Saturday $18.75/hour

Sunday $21.88/hour Sunday $21.88/hour

Public Holidays Public Holidays
$31.25/hour $31.25/hour
 NAME COST

Kelly $475

Martin $593.788

Robert $593.788

Jean
$593.788

Basil $475

Margaret $593.788

John $308.788

Anne $237.567

David $380.076

Total Wage Cost $4,251.583