AVP - 004 - SITXHRM008 Student Assessment Tasks

Assessment cover sheet
Student Must Fill this Section

Unit Code / Title SITXHRM008 Roster staff
Qualification Code /
Title:
Due Date :
Student Name:
Student ID: Term: Year:
Privacy Release “I give my permission for my assessment material to be used in the

Clause: auditing, assessment validation & moderation Process”.
“I declare that:
 The material I have submitted is my own work;
Authenticity
 I have given references for all sources of information that are
Declaration:
not my own, including the words, ideas and images of
others”.
Student Signature: Date:
Assessment Outcome
Assessor Name:
Not Yet Assessor

Attempt and Tasks Satisfactory Date
Satisfactory Signature
Initial attempt  
Re- attempt/Re-
assessment  
Assessment Task 1  
Assessment Task 2  
THE EARLY CHILDHOOD LEARNING COMPANY PTY. LTD. T/A ASTRAL SKILLS
INSTITUTE OF AUSTRALIA
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Level-6, Suite 6.01/138 Queen Street, (02) 4608 9972 info@asia.edu.au Release Date: Sept 2022
Campbelltown, NSW 2560 www.asia.edu.au Page No: 1
Assessor Feedback to Students
Assessment Outcome: Competent Not yet Competent
Assessor Name:
Assessor Signature and date:
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Information for Student:
 This assessment is to be completed according to the instructions given below in this document.
 Should you not answer the tasks correctly, you will be given feedback on the results and gaps in
knowledge. You will be entitled to one (1) resubmit in showing your competence with this unit.
 If you are not sure about any aspect of this assessment, please ask for clarification from your
assessor.
 Please refer to the College re-submission and re-sit policy for more information.
 If you have questions and other concerns that may affect your performance in the Assessment,
please inform the assessor immediately.
 This is an Open book assessment which you will do in your own time but complete in the time
designated by your assessor. Remember, that it must be your own work and if you use other
sources then you must reference these appropriately.
 Student must submit the completed Assessments on Moodle
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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 Chief Executive Officer. 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 Academic Manager providing reasons for re-assessment
/appeal.
 Academic Manager will delegate another 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 Academic 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, 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 ASTRAL - 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, Level-6, Suite 6.01/138 Queen Street, Campbelltown, NSW 2560
Email: info@asia.edu.au
 The notice of appeal should be in writing addressed to the Chief Executive Officer 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 Chief Executive Officer 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.
Plagiarism:
Plagiarism means to take and use another person's ideas and or manner of expressing them
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and to pass them off as your own by failing to give appropriate acknowledgement. This includes
material sourced from the internet, RTO staff, other students, and from published and
unpublished work.
Plagiarism occurs when you fail to acknowledge that the ideas or work of others arebeing used,
which includes:
• Paraphrasing and presenting work or ideas without a reference
• Copying work either in whole or in part
• Presenting designs, codes or images as yourown work
• Using phrases and passages verbatim without quotation marks or referencing the
author or web page
• Reproducing lecture notes without proper acknowledgement.
Collusion:
Collusion means unauthorised collaboration on assessable work (written, oral or practical) with
other people. This occurs when a student presents group work as their own or as the work of
someone else.
Collusion may be with another RTO student or with individuals or student’s external to the RTO.
This applies to work assessed by any educational and training body in Australia or overseas.
Collusion occurs when youwork without the authorisation of the teaching staff to:
• Work with one or more people to prepare and produce work
• Allow others to copy your work or share your answer to an assessment task
• Allow someone else to write or edit yourwork (without rto approval)
• Write or edit work for another student
• Offer to complete work or seek payment for completing academic work for other
students.
Both collusion and plagiarism can occur in group work. For examples of plagiarism, collusion
and academic misconduct in group work please refer to the RTO’s policy on Academic integrity,
plagiarism and collusion.
Plagiarism and collusion constitute cheating. Disciplinary action will be taken against students
who engage in plagiarism and collusion as outlined in RTO’s policy.
Proven involvement in plagiarism or collusion may be recorded on students’ academic file and
could lead to disciplinary
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Assessment Requirements
You are required to complete and pass every task in the assessment in order to be deemed
competent.
Assessment Schedule
Task Due Student Trainer Comments

Date Signature Signature
Task 1-2 Week
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Introduction
Welcome to the Student Assessment Tasks for SITXHRM008 Roster staff. These tasks have been
designed to help you demonstrate the skills and knowledge that you have learnt during your
course. Please ensure that you read the instructions provided with these tasks carefully.
Assessment for this unit

For you to be assessed as competent, you must successfully complete two assessment tasks:
 Assessment Task 1: Knowledge questions – You must answer all questions correctly.
 Assessment Task 2: Project – You must work through a range of activities to complete a
project.
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Assessment Task 1: Knowledge questions
Information for students
Knowledge questions are designed to help you demonstrate the knowledge which you have
acquired during the learning phase of this unit. Ensure that you:
 comply with the due date for assessment which your assessor will provide
 adhere with your RTO’s submission guidelines
 answer all questions completely and correctly
 submit work which is original and, where necessary, properly referenced
 submit a completed cover sheet with your work
 avoid sharing your answers with other students.
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Questions
Provide answers to all of the questions below.
1. List two sources of information that you could access to find information about the Hospitality
Industry (General) Award.
The two information sources for getting information about hospitality industry (general) Award
are:
• Trade publications
• Internet sources
2. List two further sources of information that you could access, to find out information on work
agreements for the hospitality industry.
The following are two other information sources that can be examined to obtain details about
work agreements in the hospitality sector:
• Conversations with clients and co-workers
• Information from unions or trade exhibits
3. Why is it important to check the relevant award conditions when preparing a roster?
Examine the applicable award terms carefully before producing rosters, as awards and other
agreements may have different procedures for updating the roster and distributing them to
staff members.
4. How is an enterprise agreement different from a modern award?

An enterprise agreement is different from a pertinent award in that the former outline the rights
of the working population of a company or group of financial firms, while the latter only provide
limited safeguards for the majority of workers in an industry, job, or business.
5. Explain how industrial agreements can affect the preparation of rosters.

Industrial agreements may cover everything that must be taken into account and added to in
order to comply with roster work preparation. This includes work conditions, vacation time,
mentorship, communication, and compensation, all of which are directly related to the
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workforce and the agreement between the company and its staff members. As a result,
industrial agreements may have an impact on roster preparatory employment.
6. Identify at least two factors of how each of the following award provisions will impact the
rostering process.
Leave • Replace the individual with a comparable skill set.
• Employees do not all take leaves at the identical time.
Mandated • Start times vary depending on the situation.

breaks between
• Employee breaks must be scheduled at different times.
shifts
Maximum • Assign the shifts to several people.

allowed shift
• Decide on the start and finish times, and if needed, offer split
hours
shift.
Standard pay • Try to include contracted full-time employees on the rosters.

rates
• Aim for the highest possible regular salary rate.
Overtime pay • Reduce the rate at which overtime is paid.

rates
• Give only when absolutely required or when no one else is
available to work with exactly the same assortment of abilities.
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Penalty pay • Reduce the number of employees in the company when penalty
rates rates are required.
• Restricted accessibility for employees on holidays.
7. List three impacts of contractor fees, if you had to include them in a staff roster.
Impacts of contractor fees, if we had to put them on a staff roster, would be:
• Not be required to pay superannuation.
• The contractor could occasionally be unable to complete the necessary job.
• The contractor has to be trained with more personnel and time.
8. Outline two considerations when rostering permanent or casual staff.

When rostering either permanent or temporary employees, the following factors should be
taken into account:
• To cut costs, assign the shift to regular staff members on days off or on weekends.
• Certain casual employees may be subject to unique requirements, such as a 20-hour

work week cap for students.
9. Using the table below and referring to the Hospitality Industry (General) Award 2010, (this can
be found at the Fair work Australia government website www.fwc.gov.au), identify the key
elements of the award.
Leave • All workers receive paid yearly leave, with the exception of
entitlement contract workers.
• Employees who work four weeks of yearly leave, regardless of

their regular work hours, are considered full-time or part-time.
• Employees on shifts are eligible for up to five weeks of yearly

leave.
Mandated • Up to 5 hours
breaks between
A worker who is expected to put in a five-hour shift is not entitled to a
shifts
break.
• More than 5 hours and up to 6 hours
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If an employee is expected to work more than five hours or up to six
hours, they are not entitled to a break unless they request one in writing
to their employer before their shift begins. In that case, the worker is
qualified for an unpaid 30-minute break. This written request will be
applicable to all shifts of this duration unless the employee modifies it in
writing.
A thirty-minute unpaid break is entitled to every employee who is forced

to work longer than six hours or up to eight hours in a shift.
Each worker has the right to an unpaid rest period of thirty minutes and
an extra 20-minute compensated break if they are forced to remain at
work exceeding eight hours as well as up to ten hours in the course of a
shift.
• More than 10 hours
When working more than ten hours a day, an employee is entitled to two
20-minute paid breaks alongside being entitled to a 30-minute underpaid
break.
Maximum • The bare minimum of regular hours that can be worked in a

allowed shift given day is six (not counting meal breaks).
hours
• An employee will be entitled to a leave of no fewer than 48 hours
following the last straight day on which they work in excess of
ten ordinary hours if they are rostered to work greater than 10
regular hours on a maximum of three consecutive days in a row.
• In a 4-week cycle, the most days that a staff member may work
in excess of 10 regular hours is eight; and
• When working split shifts, a worker's maximum hourly spread is

twelve.
be found at the Fair work Australia government website www.fwc.gov.au), provide the
overtime payable.
Period of overtime Overtime payable (as a percentage)
Monday to Friday: First two hours 150%
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Period of overtime Overtime payable (as a percentage)
Monday to Friday: After first two hours 200%
Midnight Friday to midnight Sunday 200%
A rostered day off 200%
be found at the Fair work Australia government website www.fwc.gov.au), provide the
appropriate penalty rate for each period.
Penalty rate for full-time and Penalty rate for casual employees
part-time employees (incl 25% loading)
Monday to 100% 125%

Friday
Saturday 125% 150%
Sunday 150% 175%
Public holidays 225% 250%
12. Dixon Hospitality has an enterprise agreement with its staff, rather than following the
Hospitality Award. Complete the table below for full time staff:
https://www.fwc.gov.au/documents/documents/agreements/fwa/ae419117.pdf.
Name of DIXON HOSPITALITY ENTERPRISE AGREEMENT 2016

Agreement
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Leave As stipulated by the Act, all employees, whether full-time or part-time, have
entitlement the right to paid leave every year, with full-time employees typically
receiving four weeks of leave annually.
Hours required 38 hours maximum each week, with Saturdays and Sundays taken into
to work account
Mandated A 30-minute unpaid meal break is required; it must be taken after the first
breaks between two hours of job duties and throughout the first six hours of employment.
shifts
One 20-minute provided rest break, which can be taken in two flexible 10-
minute segments how to take that according to the contract.
Maximum Full-time employees can work up to 11.5 hours per shift, while part-timers
allowed shift can work up to 38 hours per week aggregated over four weeks. The longest
hours shift possible is 12 hours
Overtime Monday-Friday Saturday-Sunday

payable
150% 150%
200% 200%
• 1st two hours -
• Thereafters -
13. Using the National Employment Standards (NES), provide the maximum weekly hours for the
following:
Maximum weekly hours
Full-time 38 hours a week, not counting suitable overtime.
Part-time 38 hours a week, whichever is less, or the quantity of hours stipulated in their
employment agreement.
Casual There is no cap on how many hours casual workers can work in a week. Casual
employees are free to work as many hours as they choose and are not obligated
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to put in a set number of hours.
14. Complete the table and provide two examples of organisational initiatives that could have an
impact on the preparation of staff rosters.
Sociocultural- • Get days off on certain religious holidays, like Christmas.

friendly
• Take time off on a certain day, such as Sundays, when you
attend church.
Family-friendly • Obtain a leave of absence in order to tend to oneself or a family

member.
• Take parental leave if you need it.
15. Using the table below, identify three issues that you may come across for each leave provision
listed when preparing a staff roster.
Carers • Must locate a substitute possessing the exact same set of

abilities.
• Set aside a specific period for rest.
Compassionate • Unknown return date to work and short notice breaks.

reasons
• Extremely difficult to find a replacement for contentment in the
same role.
Illness or injury • There must be breaks with little warning.
• If the damage happened while the person was at work, payment

for the necessary medical care must be made.
Jury service • No set time for going back to work.
• The replacement must be found with the same set of abilities.
Long service • Long-term staff replacement.
• Budgetary impact because it's a paid leave.
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Maternity or • Financial impact when they are on paid leave.
paternity
• Long-term replacement search is necessary.
Rehabilitation of • Pay increases in accordance with paid time off.

injured workers
• Not sure how much to go.
Study • It is necessary to regularly update the roster.
• Managing a team of employees with the same skill set is

necessary to cover for missed work.
Recreation • Upcoming modifications to the rosters.

(holiday)
• Funding for the roster should be increased.
16. Why are rosters used and why are they important for controlling staff costs?
A staff roster is necessary to keep a firm operating smoothly. A roster is a useful tool that helps to
guarantee that there is a sufficient number of employees for a given shift and that no more workers
are coming in beyond what is necessary. Thus, it manages personnel expenses.
17. Provide four functions of a software program that can support the development of a roster.
The following features of a software application that can aid in the creation of a roster:
• Functions of Tanda (a software to develop rosters)
• Helps to create rosters easily.
• Timesheet with clocking function.
• Approve timesheets.
• Export payrolls.
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18. What are two different formats used for staff rosters?
The different formats used for staff rosters are:
• Microsoft excel spreadsheet
• Roster specific apps such as sling.
19. Identify four items that you would need to include on a roster.
The following things would need to be listed on a roster:
• Employee accessibility.
• Unique request from the employees.
• Costing.
• Regulations pertaining to the lowest and highest hours required for rosters.
20. List two examples of the two different ways of communicating a new roster, or an update to a
roster.
Digital/electronic One option to share a new roster or an update is through digital or

electronic channels like email, an intranet portal, or a mobile app. This
facilitates the process of sending the roster to staff members quickly and
easily and records the discussion for future reference.
Paper based A new roster or an update can also be announced to staff members by
printing copies, delivering them in person, or posting them on a
noticeboard. This can be useful for companies with limited IT capabilities
or for employees who would like to have a printed copy of the roster. It
might also be a good tactic to make sure employees receive and
understand the roster.
21. Provide two advantages of rostering team members that have diverse social and cultural
backgrounds, as well as skills.
The following are benefits of rostering players with a variety of social, cultural, and talent
backgrounds
• The chance to pick up new abilities.
• Set aside specific days for religious holidays or celebrations to make managing
vacations easier.
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22. Identify four human resource policies and procedures that could be used to find out about
leave provisions and managing socio-cultural workforce issues.
The following human resource policies and procedures could be utilized to manage sociocultural
workforce challenges and learn about leave provisions:
• Workplace policy.
• Fair work website.
• Work health and safety.
• Discrimination act
23. Referring to the hospitality industry specifically, provide three examples of operational
requirements that can have an impact on roster development.
The following are some instances of operational needs that may affect roster development, with a
particular focus on the hospitality sector:
• Keep the roster spending in control.
• Give full-time employees enough hours to work.
• Assign busy shifts to persons with expertise.
24. Explain how a wage budget can impact rostering.
Rostering may be impacted by wage budget since it restricts the number of employees and hours
which can be assigned to them. In order to stay within the budget, it also chooses who would
supply the changes in schedule. A small budget could prevent the business from paying all of its
workers or letting them put in as many hours of work as necessary. The number of employees and
the number of hours they are permitted to work are determined by the salary budget of the
company.
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25. List three reasons that rosters may require adjustments or modifying.
There are three possible reasons why registries need to be modified or acclimated:
1. Legal conditions variations to bills and rules, similar as those pertaining to minimal
stipend or maximum work hours, may have an impact on registries and the quantum of
hours that workers are permitted to work.
2. Changes in demand: The demands of the company may vary. For case, a canon
adaptation can be necessary to guarantee that there's enough staff on hand to satisfy
demand if there's an abrupt shaft or reduction in customer demand.
3. The availability of employees is liable to alter. For example, the canon might need to be
adjusted to account for a hand's absences if they are sick.
26. List two important factors that you need to consider when modifying a roster.
When altering a roster, there are two crucial elements that must be taken into account:
• What employees want: It's important to take into account what employees desire, such as
whether or not they require time off or if they're bound by a set schedule that they must
follow. Bringing happiness to workers motivates them to perform well.
• What the firm needs: It's also crucial to take into account what the company needs, such
as whether it will need more employees in the near future due to a busy period. A roster
that strikes a good balance between what the firm needs and what the employees want will
function more efficiently.
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Assessment Task 1: Checklist
Student’s name:
Did the student provide a Completed

sufficient and clear answer successfully?
that addresses the
suggested answer for the
Yes No
following? Comments
Question 1
Question 2
Question 3
Question 4
Question 5
Question 6
Question 7
Question 8
Question 9
Question 10
Question 11
Question 12
Question 13
Question 14
Question 15
Question 16
Question 17
Question 18
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Question 19
Question 20
Question 21
Question 22
Question 23
Question 24
Question 25
Question 26
Assessor Feedback:
Assessor name:
Assessor signature and

Date:
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Assessment Task 2: Project
Information for students
Tasks required for this unit

This unit of competency requires that you:
 prepare staff rosters that meet diverse operational requirements across three different
roster periods
 ensure the following when preparing the above staff rosters:
o sufficient staff to ensure the delivery o compliance with industrial provisions

of required services within wage and organisational policies and
budget constraints procedures
o appropriate skills mix of the team o completion of rosters within
commercial and staff time
o modifications are incorporated where
constraints.
required
Instructions for how you will complete these requirements are included below.
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Activities
Complete the following activities.
1. Carefully read the following information.
Successful completion of this unit requires that you complete the range of tasks
listed above. It is important that you provide evidence that you have successfully
completed each task.
Below is a guide to the skills and knowledge you must demonstrate when you are
completing each activity step. We have provided a number of documents to assist
you and you will find these in the student resources.
You will need access to:
 your learning resources and other information for reference
 rostering software
 your Operational Policy
 your Business Case Study Template
 your Staff Profile Template
 your Timesheet Template
 your Staff Record Template
 your Evaluation Report Template
 space for a meeting.
What do I need to demonstrate?

During this task, you will be required to demonstrate a range of the skills and
knowledge that you have developed during your course. These include:
 developing a roster following relevant industrial agreements, other

considerations and wage budgets
 maximising operational and customer service efficiency while minimising wage

costs
 combining duties where appropriate to ensure effective use of staff
 rostering teams with complementary skills mix to meet operational

requirements
 taking account of social and cultural considerations and broader organisational

policies that affect staff rosters
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 consulting with colleagues to obtain their input into rosters
 using roster systems and equipment to administer rosters
 presenting rosters in required formats to ensure clarity of information according

to organisational standards
 communicating rosters to appropriate colleagues within designated timeframes
 administering records of shift time completed by employees or contractors
 maintaining staff rostering records according to organisational procedures
 monitoring effectiveness of rosters in consultation with colleagues
 identifying ways in which rosters and roster development processes may be

improved and take appropriate action.
How will I provide evidence?

Your assessor will provide you with templates to complete each task. You will find
some detailed information about providing evidence; this will include:
 a completed Business Case Study
 a completed Staff Roster
 an amended Staff Roster
 two completed Staff Timesheets
 a completed Staff Record
 an Evaluation Report.
You will need to complete each activity and submit the completed templates at the
end of each step completed.
Head Chef: Good morning to all of you.

Every Employee Hi, and happy day.
Head chef: How are you finding the day thus far?
Overall, good personnel. WBY?
Head Chef: The same applies here; in order for me to create rosters, could you
inform me about your credentials and employment history.
I'll start off. You probably already understand that I'm good at both cooking and
managing the kitchen because I'm the head chef here. FT sous chef, how about
you?
Chef de partie, FT Hi, I'm highly informed about many culinary methods, supplies,
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and processes, and I can assist you in creating menu items.
Head Chef: Excellent! And Informal WBY, Head Chef?
Unexpected Cook: Hi there, I'm a professional chef and waiter. I am really
knowledgeable. I can help you with running the kitchen and making the duty roster
while you're away.
Head chef: Fantastic! W.B. Unexpected Sous Chef?
Unofficial sous-chef I am competent at monitoring the quality of the ingredients and
maintaining general hygiene.
I have the ability to manage each culinary station.
Head Chef: All right, WBY the trainee
Apprentice: Hi, I'm good at cleaning food and keeping track of inventory. I can
prepare the ingredients for cooking and keep a watchful eye on the kitchenware.
Chef de cuisine: Hand in the kitchen WBY of FT? FT Kitchen Hand: I'm capable of
managing and providing service. I am able to oversee the food's hygienic delivery
to clients and fulfill the documented requests.
WBY #1 & #2 Head Chef, Casual Kitchen Hand?
1# Temporary kitchen worker: I'm a skilled server, sir. By correctly completing the
orders given to the kitchen, I can make sure that the restaurant management is
profitable.
2# Informal Kitchen Assistant: I'm a competent cleaner. I can guarantee that every
item in the kitchen, including the kitchenware and appliances, has been properly
cleaned.
Good, is there anyone with family responsibilities, cultural gatherings or other
situations?
1# Part-time cook: Yes, sir, I do. To get picked up, I have to go to the airport. I will
not be reachable on
The second week's Friday, since my parents are departing from Nepal.
Chef: All right, I appreciate the details. Who will then take over the position?
2# casual kitchen helper: On that particular day, sir, I can cover for him.
Head Chef: Excellent. Thank you to all of you for the information. This is really
going to help.
Everyone on staff: thank you, sir. Goodbye.
Chef: good-bye to all of you.
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Business background
KURO BAR & DINING
The restaurant Kuro Bar and Dining is located in the center of Sydney's commercial
sector at 368 Kent Street, NSW 2000.
Chef Kuro's restorations allowed it to be constructed, making it a heritage site with
Japanese design elements and creating a peaceful dining space in the middle of
the metropolis.
Their degustation menu is based on the Japanese concept of using natural
seasonal tastes and combines traditional French cooking methods with dishes that
are influenced by the restaurant's test kitchen. The restaurant is well known for its
superb wine selection, which is matched to every dish. Kuro Bar and Dining is fully
licensed and does not permit bring your own alcohol.
Shifts and working hours
We are open Thursday through Sunday from 11:00 am to 10:00 pm. Our
employees work in periods of eight hours, with the potential of one hour of
extension per employee, with the possible exception of the general head chef.
Staffing
Name of Positioning Normal Shift Hourly/Award

Staff
Rupak Head Chef Dinner Fri- sun $40
Sanish FT Sous Chef Breakfast-Lunch Thurs-Sun $35
Yugal Casual Head Dinner Thurs & Breakfast-lunch $30

Chef Sun
Rijal Casual Sous Dinner Fri-Sat $29

Chef
Urmila Apprentice Dinner Thurs-Sun $26
Roshan FT kitchen hand Breakfast-Lunch Thurs-Sun $24
Aaditya 1# casual Dinner Thurs-Fri $20

kitchen hand
Pujan 2# casual Dinner Sat-Sun $20

kitchen hand
Availability and Commitments
ABN: 80 600 951 264 RTO: 41322 CRICOS: 03858C
Version 1.1
Name of Availability Week 1 Availability Week 2 Availability Week 3
Staff
Rupak Friday - Sunday Friday - Sunday Friday - Sunday
Sanish Thursday - Sunday Thursday - Sunday Thursday - Sunday
Yugal Thursday & Sunday Thursday & Sunday Thursday & Sunday
Rijal Friday-Saturday Friday-Saturday Friday-Saturday
Urmila Thursday-Sunday Study Leave Thursday-Sunday
Roshan Thursday-Sunday Thursday-Sunday Thursday-Sunday
Aaditya Thursday-Friday Thursday-Friday Thursday-Friday
Pujan Saturday – Sunday Saturday – Sunday Saturday – Sunday
Skill Set
Name of staff Skills Duties
Rupak Proficiency in food • Management abilities and

preparation, food testing, food testing • Familiarity with
management, and problem- standard restaurant and
solving culinary duties •
Sanish knowledge of a variety of • Assisting the head chef with

cooking methods, ingredients, creating menu items, recipes,
and procedures and dishes.
Yugal skills in cooking and serving. • When the chief chef is not in
the kitchen, helps create the
duty roster.
Rijal keeping things generally clean • creating the best possible

and keeping an eye on the cuisine; managing every part
component quality. of the kitchen.
Urmila The ability to manage Creating the kitchen's rosters;

inventory and clean food. • Overseeing staff
Roshan Both managerial and service • Is responsible for the

abilities cookware. preparing the meal
ABN: 80 600 951 264 RTO: 41322 CRICOS: 03858C
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by washing it first.
Aaditya abilities in service • Serving the clients' noted

orders and supervising the
delivery of clean meals.
Pujan Cleaning abilities • ensuring that food is

appropriately served based on
orders that the kitchen
receives in order to ensure
that the restaurant
management is profitable.
Social and or cultural considerations

The restaurant complies with the hospitality industry award's requirements while rostering staff and
creating time sheets for them. To maintain diversity throughout operations, the restaurant employs
personnel from a variety of racial, cultural, and religious backgrounds. For breaks to be considered
to be rostered in accordance with the 2010 hospitality industry (general) prize, the roster must
adhere to all NES requirements. There needs to be a kitchen helper on staff at all times. Every
worker must have the right to take time off upon request. Aaditya will not be accessible on Friday of
the second working week because he has to go to the station to pick up his parents.
Expected customer traffic
Day Time Expected traffic Staff required
Thursday 5:30 PM - 9 PM 200 3
Friday 12 PM - 9 PM 350 4-5
Saturday 12 PM - 9 PM 375 5
Sunday 12 PM - 9 PM 350 4-5
2. Select a business and roster teams.
You are required to prepare a three-week roster for kitchen staff using a business
such as a restaurant or hotel of your choice. A Business Case Study Template has
been provided to guide you on the information required in order to complete the
assessment as well as an Operational Policy to help identify operational
requirements.
Once you have completed the Business Case Study, you will then need to meet
with staff to discuss their availability over the next three weeks.
ABN: 80 600 951 264 RTO: 41322 CRICOS: 03858C
Version 1.1
The assessor will divide you into groups of five (5). Each person in the group must
select one of the staff positions that you identified in the Business Case Study and
complete the Staff Profile Template provided. They will do this providing their own
details and skills and experience.
When completing the Staff Profile Template (as you will be completing one for other
students as part of their project) – make sure you are true to your own
commitments and availability over the roster period. Also consider your own
personal, social and cultural needs and ensure to communicate any requirements
to the person preparing the roster.
Please note that this is an individual task so each person must develop their own
business case.
When conducting discussions, take into consideration:
 any staff requests for the roster including any upcoming personal
commitments
 social and cultural considerations such as working flexibly, family

commitments, cultural events or ceremonies.
During the meeting with your group, ensure that you use effective communication
skills including:
 listening to staff requests
 using active listening to confirm understanding
 asking questions to confirm any requirements.
You are to base all wages on the pay guide for the Hospitality Industry (General)
Award (you can download this from: https://www.fairwork.gov.au/pay/minimum-
wages/pay-guides).
Conduct the meeting/role play.

You are one of the staff members and the others in your group will also be staff
members. Provide your own skills and experiences and record the other group
member’s details and skills and experience.
Use the Business Case Study Template that has been provided to you to record
the details provided by the other staff members as well as the Operational Policy to
help identify operational requirements and the staff members’ completed profiles.
Record the details and submit the completed Business Case Study and each Staff
Profile to your assessor.
In order to create rosters, I have done my homework and chosen home-base

rostering software.
ABN: 80 600 951 264 RTO: 41322 CRICOS: 03858C
Version 1.1
https://app.joinhomebase.com/
3. Research and select roster software.
Using the internet research an appropriate scheduling software that you could use
to create the roster. You may need to register to download the software, however,
only select one that has a free trial around 30 days. The assessor must approve the
selected software.
4. Create a roster.
Using the software you have downloaded, create the staff roster according to the
discussions held with staff (your group), information gathered for the Business
Case Study and operational requirements outlined in the Operational Policy.
Your roster must meet the following criteria:
 Meet operational requirements as set out in the Operational Policy.
 Meet the business requirements as identified in the Business Case Study.
 Have the right amount of staff with the necessary skills and mix to deliver
services effectively.
 Meet any wage and budget constraints as outlined in the Operational Policy
and complying with the Hospitality Industry (General) Award, based upon the
positions identified.
 Be clear enough so that it can easily be understood by all staff.
The roster must be submitted in a suitable format to your supervisor for approval
within the time allocated. This could be a PDF document, a printed report from the
software, or a screenshot.
Submit your roster to your assessor.
5. Roster changes.
The supervisor (your assessor) will provide you with the following messages from
three members of staff:
 One member of staff is sick.
 One casual member of staff has requested extra hours.
 One member of staff has been called for jury duty.
The assessor will let you know which students in your group represent each staff
member and provide you with further information on the messages received.
ABN: 80 600 951 264 RTO: 41322 CRICOS: 03858C
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Change the roster using the staff requesting extra hours to cover for the two
members of staff unavailable. Ensure that it still meets the roster criteria and the
requirements of the Operational Policy.
Send an email to the supervisor explaining the changes and why they were made,
include the amended roster and ask for final approval.
The roster must be developed and submitted to your supervisor for approval within
the time allocated.
Submit the adjusted/modified roster to your assessor
6. Communicating the roster.
The supervisor has approved the roster.

Draft an email to the members of staff rostered and cc to your supervisor. In the
email you must clearly point out the changes made.
The roster must be communicated to staff within the timeframe allocated.
Submit the email to the assessor, including the roster saved in an appropriate
format.
7. Maintaining records.
As part of your role, you are to record timesheets completed by two staff members.
They must complete the Timesheets for the first week based on their actual shifts
and submit this back to you.
You will be required to do the same for each of the other members in your group.
Once you have received both Timesheets, check the information received against
the roster.
Record and maintain the staff records by completing the Staff Record Template.
Ensure that you accurately record all the information to ensure that the member of
staff is paid the right amount of money for the hours worked.
Submit the completed Staff Record and a copy of the Timesheets to your
assessor.
8. Feedback and evaluation.
Meet with your initial group and discuss the effectiveness of the roster development
ABN: 80 600 951 264 RTO: 41322 CRICOS: 03858C
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process. Discuss what worked and what didn’t work.
Take notes during the discussion and use these to write an evaluation of the roster
development process, including any recommendations or actions required to
improve the roster process used.
An Evaluation Report Template has been provided to assist you.
Record your findings on the Evaluation Report Template to guide your response.
Submit the Evaluation Report to your assessor.
ABN: 80 600 951 264 RTO: 41322 CRICOS: 03858C
Version 1.1
Assessment Task 2: Checklist
Student’s name:
Completed
successfully?
Has the following been completed? Yes No Comments
The student has satisfactorily prepared a

three-week roster for kitchen staff.
The student has satisfactorily included

the operational requirements of the
business when developing the roster.

roster with a sufficient amount of staff for
effective service delivery.

roster that considered industrial
agreements and provisions.
The student has satisfactorily effectively

utilised staff skills, duties, wages and
requirements when preparing rosters.
The student has satisfactorily consulted

with colleagues when preparing rosters.
The student has satisfactorily considered

social and cultural needs of staff when
preparing rosters.
The student has satisfactorily

communicated with colleagues to
confirm requirements by asking
questions.
During the meeting with their group, the

student has satisfactorily used effective
communication skills including:
ABN: 80 600 951 264 RTO: 41322 CRICOS: 03858C
Version 1.1
 listening to staff requests
 asking questions to confirm any

requirements.
The student has satisfactorily listened to

and understood messages relating to
staff requesting changes for their staff
roster.
The student has satisfactorily amended

staff rosters due to illness, staff requests
and personal commitments.
The student has satisfactorily prepared

rosters according to time constraints.
The student has satisfactorily prepared

rosters using relevant software.
The student has satisfactorily presented

rosters to staff in an appropriate format
and allocated timeframe.
The student has satisfactorily

administered and maintained staff
records.
The student has satisfactorily monitored

the effectiveness of rosters through
consultation with staff.
The student has satisfactorily identified

improvements to the roster development
process.
Assessor Feedback:
Assessor name:
Assessor signature and

Date:
ABN: 80 600 951 264 RTO: 41322 CRICOS: 03858C
Version 1.1
ABN: 80 600 951 264 RTO: 41322 CRICOS: 03858C
Version 1.1

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AVP - 004 - SITXHRM008 Student Assessment Tasks

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Assessment Outcome: Competent Not yet Competent

Assessor Signature and date:

Task Due Student Trainer Comments

Task 1-2 Week

Assessment for this unit

 adhere with your RTO’s submission guidelines

 answer all questions completely and correctly

 submit work which is original and, where necessary, properly referenced

 submit a completed cover sheet with your work

 avoid sharing your answers with other students.

• Conversations with clients and co-workers

• Information from unions or trade exhibits

4. How is an enterprise agreement different from a modern award?

5. Explain how industrial agreements can affect the preparation of rosters.

Leave • Replace the individual with a comparable skill set.

• Employees do not all take leaves at the identical time.

Mandated • Start times vary depending on the situation.

Maximum • Assign the shifts to several people.

Standard pay • Try to include contracted full-time employees on the rosters.

Overtime pay • Reduce the rate at which overtime is paid.

• Restricted accessibility for employees on holidays.

• Not be required to pay superannuation.

• The contractor could occasionally be unable to complete the necessary job.

• The contractor has to be trained with more personnel and time.

8. Outline two considerations when rostering permanent or casual staff.

• Certain casual employees may be subject to unique requirements, such as a 20-hour

• Employees who work four weeks of yearly leave, regardless of

• Employees on shifts are eligible for up to five weeks of yearly

• More than 5 hours and up to 6 hours

• More than 6 hours and up to 8 hours

A thirty-minute unpaid break is entitled to every employee who is forced

• More than 8 hours and up to 10 hours

• More than 10 hours

Maximum • The bare minimum of regular hours that can be worked in a

• When working split shifts, a worker's maximum hourly spread is

Period of overtime Overtime payable (as a percentage)

Monday to Friday: First two hours 150%

Monday to Friday: After first two hours 200%

Midnight Friday to midnight Sunday 200%

A rostered day off 200%

Monday to 100% 125%

Saturday 125% 150%

Sunday 150% 175%

Public holidays 225% 250%

Name of DIXON HOSPITALITY ENTERPRISE AGREEMENT 2016

Overtime Monday-Friday Saturday-Sunday

• 1st two hours -

Maximum weekly hours

Full-time 38 hours a week, not counting suitable overtime.

Sociocultural- • Get days off on certain religious holidays, like Christmas.

Family-friendly • Obtain a leave of absence in order to tend to oneself or a family

• Take parental leave if you need it.

Carers • Must locate a substitute possessing the exact same set of

• Set aside a specific period for rest.

Compassionate • Unknown return date to work and short notice breaks.

Illness or injury • There must be breaks with little warning.

• If the damage happened while the person was at work, payment

Jury service • No set time for going back to work.