ASSESSMENT 2

REPORT
SITXHRM008

STUDENT NAME: CHRISTINE KAYE OMBID

STUDENT NUMBER: 14576

TRAINER: AZIZ WAN DON

Contents
Roster scenario...........................................................................................................................3
Overview....................................................................................................................................4
Impact on Budget and Legal aspects......................................................................................5
Academia bar roster...............................................................................................................7
Roster costing.........................................................................................................................8
Possibilities of unavailability...............................................................................................10
Conclusion................................................................................................................................11
References................................................................................................................................11

Roster scenario
As the supervisor of the Academia Bar, it is your job to draw up the staff rosters.
Including yourself you have seven (7) staff, Glen and you being permanent the
remainder are casual.

The bar is open from 10am to 9pm Monday to Wednesday. 10am to 12am Thursday, 10am to
2am Friday, 10am to 10pm Saturday and 12pm to 9pm Sunday. The bars revenue is
approximately $22,500.00 per week.

The permanents each have two rostered days a week off, and the casuals work as required.
Because of your CBD location it is always busy during the day (12-3pm) and on a Thursday
(8pm-12am) and Friday night (11pm-2am). Your gross pay is $1490.00 per week with Glen
receiving $1100.00.

Casuals are paid: -

$30.10 per hour Monday to Friday.

$36.12 per hour Saturday.

$36.12 per hour Sundays.

Overview

As the Academia Bar's supervisor, it is my duty to create the staff roster for the entire week
of May 22–29. Roxy and I were the only full-time employees, with the remaining five being
casual workers.
The bar revenue is approximately $20,500 per week and I am going to exceed the weekly
wage budget by 28%. Given that my gross pay is $1,490 and for Roxy is $1,100.
($20,500 * .28 = $5,740)
Operating hours of the bar:
 Monday to Wednesday: 10 am- 9:00 pm
 Thursday: 10 am – 12 am
 Friday: 10 am- 2 am
 Saturday: 10 am – 10 pm
 Sunday: 12pm – 9 pm

Casuals are paid:

 $27 per hour Monday to Friday
 $33 per hour Saturday
 $36 per hour Sunday

The Bar is in CBD there is busy time needed to roster properly, during the day its (12-3pm),
Thursday (8pm-12am) and Friday night (11pm-2am).

Possibility of changes in roster

To maintain appropriate staffing levels and legal compliance, hospitality businesses may need
to adjust if any employees miss work or are ill for social or cultural reasons. A few likely
changes, their effects, and the resulting legal issues

Staffing adjustments:
Shifts and schedules may need to be adjusted to account for employees' absences. This can
entail distributing responsibilities among the staff members who are on hand, implementing
overtime, or recruiting temporary or part-time workers to cover the voids.

Flexibility of schedule and shift swaps:

can provide scheduling flexibility and enable employees to switch shifts among themselves if
a staff member is unavailable. Platforms for shift exchange or the establishment of explicit
policies and procedures can help with this.

Backup staff:
Even in times of low demand, maintaining backup staff may result in higher costs for
recruiting, training, and paying these workers. The process of planning a budget should take
these fees into consideration. Additionally, confirm that the backup workers' employment
status, working hours, pay, and any other relevant information are accurately stated in their
employment agreements. Respect the laws and guidelines pertaining to employment that
apply to these kinds of agreements. Depending on the jurisdiction and the particular industry,
the statutory provisions regarding overtime, breaks, and shifts may differ significantly.

Impact on budget:
Hiring temporary workers, paying overtime, or providing onboarding training could incur
additional expenses. The budget needs to account for these extra costs.

Legal aspects:
It is imperative to adhere to the statutory regulations pertaining to overtime hours, pay rates,
and rest periods when implementing overtime. Make sure workers receive just compensation
for any new skills they pick up or tasks they complete that are not related to their main job.

Impact on Budget and Legal aspects

1. Budgetary Effect

Overtime Expenses: Employees who must put in extra time to make up for the shortfalls may
be entitled to overtime compensation. In addition to raising labor costs, overtime pay rates are
typically higher than regular pay rates.
Hiring Temporary Staff: Hiring temporary or part-time workers to cover open positions may
incur additional costs for hiring wages, training, and onboarding.

Training Expenses: Although there may be initial training costs associated with cross-training
staff members or additional training to cover multiple roles, in the long run, these measures
can improve flexibility and lessen reliance on outside hires or overtime.

2. Legal Considerations

Labor Laws: Become knowledgeable about the rules and legislation pertaining to Labor in
your area. These laws, which differ from nation to nation or even within regions, usually
cover provisions pertaining to working hours, shifts, breaks, and overtime.

Scheduling shifts: Watch out for legal requirements regarding the number of hours that can
be worked, the minimum amount of time that must pass between shifts, and any industry-
specific guidelines (such as those pertaining to night shifts in the hospitality industry).

Breaks and Rest Periods: To guarantee employee well-being and adherence to Labor laws,
observe legal requirements regarding the length and frequency of breaks and rest periods
during shifts.

Regulating Overtime: Recognize the laws that govern overtime, including the highest number
of hours that can be worked, the pay scale, and any requirements for working overtime. It is
imperative that these regulations be followed in order to prevent possible legal problems.

Employment Contracts: Examine collective bargaining agreements and employment contracts

to comprehend any particular clauses pertaining to overtime, breaks, and shifts. Make sure
that any roster adjustments comply with these contractual requirements.

Consult legal professionals or HR specialists who are knowledgeable about the Labor laws in
your area to make sure that legislative provisions are followed. They can provide guidance
specific to your industry, area, and unique requirements. Moreover, Labor laws and
regulations are subject to change, so staying current on any updates or revisions is essential to
maintaining compliance.

Academia bar roster

Monday Friday Sunday

Tuesday Wednesday Thursday Saturday
Employee
(10:00 AM - (10:00 AM - (10:00 AM - (10:00 AM - (10:00 AM - (10:00 AM - (10:00 AM - Shift hours
Name 9:00 PM) 9:00 PM) 12:00 AM) 10:00 PM)
9:00 PM) 2:00 AM) 9:00 PM)

Supervisor
CHRISTINE
10:00 AM 10:00 AM - 10:00 AM – 10:00 AM - 10:00 AM -
(Full time) - 9:30 PM 8:30 PM OFF 10:30 PM 6:30 PM 10:30 PM OFF 50.5 Hours

Supervisor Glen OFF 5:00 PM - 8:00 PM - 7:00 PM - OFF 10:00 AM - 36 hours

9:30 PM 12:30 AM 2:30 AM 9:30 PM
(Full time) 10:00 AM -
 9:30 PM

Staff 1
10:00 AM - 10:00 AM - 10:00 AM - 10:00 AM -
(Casual) OFF OFF 4:30 PM 4:30 PM OFF 4:30 PM 4:30 PM 24 Hours

Staff 2
10:00 AM 10:00 AM - 10:00 AM - 10:00 AM - 24 Hours
(Casual) - 4:30 PM 4:30 PM 4:30 PM OFF OFF 4:30 PM OFF

Staff 3
10:00 AM 3:00 PM - 3:00 PM - 8:00 PM - 24 Hours
(Casual) – 4:30 PM 9:30 PM OFF 9:30 PM 2:30 AM OFF OFF

Staff 4
3:00 PM – 10:00 AM - 10:00 AM - 4:00 PM - 24 Hours
(Casual) 9:30 PM 4:30 PM 4:30 PM OFF OFF 10:30 PM OFF

Staff 5
3:00 PM - 6:00 PM - 4:00 AM - 3:00 PM -
(Casual) 9:30 PM OFF OFF 12:30 AM OFF 10:30 PM 9:30 PM 24 Hours

Note: The roster

schedule above
includes a 30mins
unpaid meal break
for each staff
member.

Roster costing

HOURS HOURS HOURS

SATURDAY worked SUNDAY
STAFF POSITION Monday - Friday worked RATE RATE worked PAY/SALARY

Supervisor 38.5
christine (1,085.37)
12
(Full time) $27.83 $38.78 (417.48) $38.78 N/A $1,490.00

Supervisor Glen 26
(723.58) 11 (382.69)
(Full time) $27.83 $37.10 N/A $37.10 $1,100.00

Staff 1 12 6 6 (216.72)
(361.20) (216.72)
(Casual) $30.10 $36.12 $36.12 $794.64
Staff 2 18 6 N/A
(541.80) (216.72)
(Casual) $30.10 $36.12 $36.12 $758.52

Staff 3 24 N/A N/A

(722.40)
(Casual) $30.10 $36.12 $36.12 $722.40

Staff 4 18 6 N/A
(541.80) (216.72)
(Casual) $30.10 $36.12 $36.12 $758.52

Staff 5 12 6
(361.20) (216.72)
(Casual) $30.10 $36.12 $36.12 6 (216.72) $794.64

$6,418.72

This schedule arrangement eliminates the need for casual staff to work overtime by having a
supervisor present for the whole operating hours of each day. To guarantee continuous
coverage, supervisors are scheduled from the beginning to the end of the day. An extra
supervisor is on duty during peak hours to proactively handle any potential problems. If there
are two supervisors, one oversees the bar's opening shift and the other closes it down.

Supervisor 38.5
christine (1,085.37)
12
(Full time) $27.83 $38.78 (417.48) $38.78 N/A $1,490.00

Supervisor Glen 26
(723.58) 11 (382.69)
(Full time) $27.83 $37.10 N/A $37.10 $1,100.00

Staff 1 12 6 6 (216.72)
(361.20) (216.72)
(Casual) $30.10 $36.12 $36.12 $794.64

Staff 2 18 6 N/A
(541.80) (216.72)
(Casual) $30.10 $36.12 $36.12 $758.52

Staff 3 $30.10 24 $36.12 N/A N/A $722.40

(722.40)
(Casual) $36.12

Staff 4 18 6 N/A
(541.80) (216.72)
(Casual) $30.10 $36.12 $36.12 $758.52

Staff 5 12 6
(361.20) (216.72)
(Casual) $30.10 $36.12 $36.12 6 (216.72) $794.64

$6,418.72

Every week, the Academia bar makes $22,500. In order to determine 28% of this revenue, we
must set aside at least $6,300 for employee salaries. We paid out $6,418.72 for staff
payments in this pay period, or roughly 28.5523% of total revenue, which is in line with the
anticipated budget percentage for staff wages. In my capacity as a manager, I carefully
planned employee schedules to keep productivity at an ideal level and prevent the business
from paying employees excessive wages.

Possibilities of unavailability
Provide a clear policy at work regarding the appropriate use of paid sick days. You could, for
instance, require an employee to provide appropriate documentation of their leave, like a
statutory statement or medical certificate.
The policy at work should also inform staff members of the repercussions for misusing sick
days. Therefore, you might not be required to reimburse your employee for the sick day if
they fail to present you with a medical certificate. Make it plain that you won't put up with
this kind of mistreatment at work.
This is also an opportunity to discuss the importance of the employee being at work on
particular days and how their employment contract implicitly requires them to be reliable.
Tell them politely that you are aware of their absences and that if they continue to act in an
unreasonable manner, their job may be at risk. After this discussion and depending on the
situation, you may choose to provide flexible work schedules. If you feel that this is
inappropriate, let them know that you are concerned about their absences and how it will
affect their performance.
Employee absences can be expensive for the company and have an impact on output levels.
Every full-time employee has the right to at least 10 days of paid sick leave annually, with the
exception of casual workers. Furthermore, every employee, including temporary workers, is
entitled to two days of unpaid leave for each occasion in which they must care for a sick
family member.

Conclusion
To sum up, this is to make sure that the demonstrate the abilities and expertise needed to
create, manage, and disseminate staff rosters. It necessitates the capacity to schedule rosters
in accordance with industry regulations and operational efficiency standards while staying
within wage budgets (28% labor costs). Creating a roster for the Academia bar's operations
based on the scenario.

This is to simply consider how to address the unavailability issues and to be aware of them as
well. Respecting one another's rights at work and remaining steady under all circumstances.

References

https://ayers.com.au/tax-calculator/
https://moneysmart.gov.au/work-and-tax/income-tax-calculator
https://paycalculator.com.au/
https://calculate.fairwork.gov.au/CheckPay/Summary
https://www.fairwork.gov.au/pay-and-wages
https://hiring.monster.com/resources/job-descriptions/management/manager/
#:~:text=Maintains%20staff%20by%20recruiting%2C%20selecting,monitoring%2C%20and
%20appraising%20job%20results.
https://www.betterteam.com/manager-job-description