SITXHRM008

roster staff
First published 2022

Version 1.0

RTO Works
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© 2022 RTO Works

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Hospitality Works is a series of training and assessment resources developed for qualifications within the Tourism,
Travel and Hospitality Training Package.
Contents
1: Developing staff rosters 5
2: Presenting and communicating rosters 15
3: Maintaining records 21
4: Evaluating rosters 25

SITXHRM008 Roster staff 3

 SITXHRM008 Roster staff

Application
This unit describes the performance outcomes, skills and knowledge required to develop,
administer and communicate staff rosters. It requires the ability to plan rosters according to
industrial provisions, operational efficiency requirements, and within wage budgets.
This unit applies to individuals responsible for developing staff rosters for situations involving
potentially large numbers of staff working across a range of different service periods or shifts. It
does not apply to small office environments.
It applies to senior personnel who operate independently or with limited guidance from others,
including dedicated specialist staff or operational supervisors and managers.
The unit applies to all tourism, travel, hospitality and event sectors.
The skills in this unit must be applied in accordance with Commonwealth and State/Territory
legislation, Australian/New Zealand standards and industry codes of practice.
No occupational licensing, certification or specific legislative requirements apply to this unit at the
time of publication.

Prerequisite
Nil.

Learning goals
• Develop staff rosters.

• Present and communicate rosters.

• Maintain rostering records.

• Evaluate rosters.

SITXHRM008 Roster staff 4

1: Developing staff rosters
Developing rosters to meet relevant industrial agreements
and other considerations
A roster provides a schedule or timetable showing the
days and times that a worker is required to work. It is
also a record that can be kept so that the management
of staff can be maintained effectively. A roster can be
for a number of events and include:

• the name of the worker

• the duties

• the date that the worker is scheduled to work

• the times that the worker is scheduled to work,

including start and end times

• breaks

• any important information that relates to the

duties being performed (for example the
maximum allowed shift hours). Image by cottonbro on Pexels

LIFT THE LID

Watch the following video on how to roster staff effectively.

Video: https://www.typsy.com/lessons/how-to-roster-staff-effectively (03:23)
Write down your key takeaways.

A roster may be for a number of different reasons:

Individual Organisation
Events Functions A project Shift workers
departments schedule

Each of the above may relate to industrial agreements, awards, compliance, budgets or specific
organisational requirements for working.
Awards and agreements outline the minimum conditions in the workplace which can come from a
registered agreement, award or legislative minimum pay and conditions. It can also contain specific
provisions relating to rosters.
An industrial agreement as well as other considerations can include:

• awards (single or multiple)

• award provisions for:

o mandated breaks between shifts

SITXHRM008 Roster staff 5

 o maximum allowed shift hours
o standard, overtime and penalty pay rates
o leave

• the overall number of hours allocated to different staff members

• use of:
o contractors and consideration of fees
o permanent or casual staff.
Each will carry their own compliance and requirements such as extra rules about how rosters can be
changed. Therefore, if there are any changes to a worker’s regular roster or ordinary hours worked,
then this will need to consultation with the worker first. For example, some compliance requirements
can include:

• explaining what the changes are

• obtaining feedback about the changes

• consideration of feedback received.

The awards, agreements and any other conditions or agreements made by the organisation will vary
depending upon the industry and the type of award.

LIFT THE LID

Sources of information on awards and other industrial provisions can be found at the links below.
Fair Work Australia.
Website: https://www.fairwork.gov.au
Fair Work Commission Australia.
Website: https://www.service.nsw.gov.au/transaction/fair-work-commission
Awards and agreements.
Website: https://www.fairwork.gov.au/awards-and-agreements/agreements
The National Employment Standards.
Website: https://www.fairwork.gov.au/employee-entitlements/national-employment-standards
The following is an example of an enterprise agreement for rostered workers at TAFE NSW.
Website: https://psa.asn.au/wp-
content/uploads/2016/11/AdminEA_FactSheet_RosteredWorkers_24.10.16.pdf
Take any notes to summarise what you have read and keep for future reference.

SITXHRM008 Roster staff 6

 SHARE PLATE

Divide into pairs.

Using the following website to search for industrial award rules, look up the Industry Award for
Hospitality/Fast Food Award.
Website: https://www.fairwork.gov.au/awards-and-agreements
Find out the different rates of pay for a paramedic who is under the classification Ambulant
Attendant – year 1. (Include weekly pay rate, hourly, Saturday and Sunday, public holiday and night
work). For this job role, find out:
If it relates to a single, multiple award, or enterprise agreement
What the provisions are for leave, mandated breaks between shifts, maximum allowed shift hours
and standard overtime and penalty rates.
Select one other award that relates to the qualification that you are studying or interested in
working and search for the conditions. List what these are.
Present the information researched on your selected award, in a group discussion facilitated by the
trainer/assessor. Submit all work researched in a professionally presented report to the
trainer/assessor for feedback.

Other considerations
Developing an effective roster may also include considerations of wage budgets, for example,
creating the lowest cost roster on an ongoing basis to keep costs down to cope with any unplanned
costs such as covering a higher wage for casual staff needed for urgent cover.
Other considerations may include:

• ensuring the right coverage of skills have been selected

• WHS requirements such as fatigue

• client needs (for example a patient in a hospital)

• compliance to legislation

• worker availability

• costings.
Budget costs can include:

• basic wages
• overtime
• allowances
• skill level
• overheads
• holiday pay
• specific budget for the activity
being undertaken. Image by RODNAE Productions on Pexels

SITXHRM008 Roster staff 7

Issues can arise from:
• incomplete or inconsistent and incorrect timesheets
• last minute changes to staffing levels (i.e., higher or lower wages)
• changes in awards or agreements.
Keeping costs down may include:
• using software to automate costing and avoid mistakes or incorrect calculations (the software
can also allow for budgeting)
• using less staff during quiet periods
• judging on a shift-by-shift basis if there are too little or too many workers
• keeping up to date on pay rates.
To manage budgets, rosters can be reviewed and evaluated, to find out if costs are increasing (or
decreasing) or if there are any emerging trends. It is important to watch costs and maintain them at a
percentage of the expected budget.

Organisational policies
Developing rosters must comply to any relevant regulations, legislation and industrial awards and
agreements as well as any requirements outlined in organisational governance structures such as
policies and procedures. An employer is obliged to know any entitlements, and apply them
accordingly. Organisational policies and procedures that relate to developing a roster may include:

Work health and safety Recruitment

Anti-discrimination Financial.

Code of conduct

These can impact the preparation of staffing rosters due to considerations such as:

• flexible working hours initiatives

• leave entitlements such as for illness, maternity, study, compassionate, jury or long service
• holiday leave
• social or cultural needs and requirements
• operational requirements of the business activity.

LIFT THE LID

Review the following examples of organisational policies for procedures to be taken for shift work.
Australian National university policy library.
Website: https://policies.anu.edu.au/ppl/document/ANUP_000607

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 USQ: Working hours, overtime and shift work for professional employees procedure.
Website: https://policy.usq.edu.au/documents/13484PL
Australian Catholic University: Shift work for professional staff.
Website:
https://policies.acu.edu.au/hr/hours_of_workworking_arrangements/shiftwork_for_professional_staf
f
Take any notes to summarise what you have read and keep for future reference.

Operational and customer service efficiency

Maximising operational efficiency for an organisation will vary according to the industry and sector.
Broadly speaking it can include:

Providing sufficient number of staff

• to meet customer expectations of different service styles

• for demands of known or estimated numbers of customers.

Rostering

• staff with the skills needed to fulfil operational duties

• ensuring teams have the right mix of skills.

Providing a ratio of staff to cover work

• staff to customer ratio

• supervisors or managers to operation staff

• front of house to back of house.

Overall, the roster developed will need to find the right balance between complying to laws, fair work,
organisational policies, keeping staff wages at the right level as well as ensuring that the service
being delivered or operations carried out are done so effectively.

SHARE PLATE

Work in pairs for this activity.

Consider that you work for an aged care facility. What would be some of the factors that you would
need to consider when developing a roster for staff with regards to operational and customer
service? Focus on specific examples that relate to the industry (or select an industry of choice that
uses similar shift work).
The trainer/assessor will facilitate a discussion about the outcomes from the research. Select one
other award that relates to the qualification that you are studying or interested in working and
search for the conditions. List what these are.

SITXHRM008 Roster staff 9

 Present the information researched on your selected award, in a group discussion facilitated by the
trainer/assessor. Submit all work researched in a professionally presented report to the
trainer/assessor for feedback.

LIFT THE LID

Managing shift work and workplace fatigue.

Video: https://www.safeworkaustralia.gov.au/resources-and-publications/video-and-
audio/managing-shift-work-and-workplace-fatigue (40:47)
Write down your key takeaways from this video.

Combining duties to ensure

effective use of staff
Keeping costs down and rostering staff effectively may require
that some duties are combined to ensure effective use of
workers on the shift.
Some members of staff may have multiple skills or be able to
combine their main operational activities with others. It is
important to ensure that this does not affect business
operations such as understaffing or mistakes.
Understanding and familiarising the skill level, personalities,
strengths and weakness of staff can support scheduling of staff
to make the most effective use of resources.
Image by cottonbro on Pexels

SHARE PLATE

Work in pairs for this activity.

You are to discuss the following:
Consider that you are a manager developing a roster for staff working in the hospitality industry. If
you wanted to combine some duties what would they be? What costs would be saved? Would
there be any risks in combining these duties? Would there be any legal implications?
The trainer/assessor will facilitate a discussion about the outcomes from the group’s discussion.

Rostering teams with complementary skills mix

When rostering teams, it would be ideal to be able to combine the skills and personality traits of the
right mix of workers.
In some cases, this may be an essential requirement, for example nurses, doctors or midwives,
compared to one that would be ideal say for hospitality or manufacturing.

SITXHRM008 Roster staff 10

However, as a general principle, rostering teams with a complimentary skills mix may include looking
at:

• individual skill level

• activities being undertaken during the shift

• legal requirements

• organisational requirements

• personality, cultural or disability considerations.

The benefits of having a team that complement each other may mean:

staff are more productive sharing of knowledge and information

there is less conflict it builds morale

resources can be utilised effectively collaboration amongst workers

skills can be utilised effectively customer or client satisfaction.

Taking account of social and cultural considerations and

organisational policies affecting staff rosters
When identifying the workers that will be rostered on for a shift, it is also important to take into
account:

• allowance for rostered days off for:

o carer commitments
o cultural or religious festivals
o family commitments

• mixing people:
o from different cultures
o with different language abilities

• types of work to be undertaken by individuals with disabilities or impairments:

o hearing o social anxiety
o visual o disabilities.
Organisational policies may identify social and cultural considerations for workers that must be
factored into the staff roster. It may also include compliance to workplace health and safety or
regulations and standards.

Consulting with colleagues for input into rosters

Before publishing a roster, colleagues or workers should be consulted upon for their input. This could
be because a roster has had to be changed, a worker is put on duties that are new to them, or an
employee may have forgotten to communicate leave requirements, or they swapped a shift which
would comprising an award or agreement.

SITXHRM008 Roster staff 11

Overall, the roster must still comply to organisational requirements, policies, legal compliance and
provide the right amount of skill level and fulfil business needs. The advantages of sharing scheduling
with staff can:

• promote ownership

• provide organisational flexibility

• enhance the company culture for a healthy work life balance

• provide invaluable feedback

• provide information that may not have been factored

• avoid perceptions of favouritism.

Image by mentatdgt on Pexels

Using roster systems and equipment

Roster systems can be as simple as a written schedule posted on a board to a complex spreadsheet,
collaborative software or mobile app.
The different methods, platforms and systems used can be specific to industry and also may be an
organisational requirement with templates, procedures and processes standardised.
Rosters can be:

• duty rosters where schedules are developed around staff numbers required

• staggered rosters that are developed to cope with fluctuations in service (for example shift
change requirements for a restaurant will consider when the shift is changed and how long the
changeover should be)

• flexible rosters where the needs of the business and customers must be met.

SITXHRM008 Roster staff 12

The system used can make a difference between a successful shift and one that is not. Once a good
rostering system is in place then this can be utilised consistently.
Rostering is also about allocating the right staff to the right shift, utilising budgets and coping with
seasonal shifts.
Rosters can include:

• name of worker • pay

• date of shift • breaks

• start and end date • where the shift takes place

• hourly rate • the duty being undertaken.

It could be on a rotation, changed weekly, over a 10-day period or over a calendar year.

LIFT THE LID

Watch the following video on the staff roster and work schedule concept.
Video: https://www.youtube.com/watch?v=UzROS7iVVCI (04:48)

There are a range of software and mobile apps that can be used for rostering staff. Most are industry
specific, however they have general broad features and functions such as:

• effective resource allocation • incorporating compliance

• collaborative • integrating data from other software

systems
• available in real time
• available as a mobile device app
• wage costings
• available online/via cloud
• dependency
• efficient to use.
• adaptive to shift changes

• maximising shift allocation resources

SHARE PLATE

Divide into small groups. Ensure you divide the work equally.
Research two software systems that can be used for rostering shift work for the hospitality industry.
Evaluate the capabilities of the system, functions and benefits. Explain how the system works and
any features that you think set it apart.
Most software will have a free trial which you should download and test run to provide a more in-
depth evaluation of the product.
Submit all work as professionally written documents within the timeframe allocated. Your
trainer/assessor will provide your group with feedback.

SITXHRM008 Roster staff 13

 SHARE PLATE

You are to develop a roster, using a system and platform of your choice and based on the following
information provided:
You are the manager of a bar venue with a capacity of 50 seats. It includes table service. The bar
in the restaurant area only has a couple of stools generally used for people waiting for a table. The
restaurant averages the following number of guests:
Friday, Saturday and Sunday - Lunch: 30 Dinner: 60
Wednesday and Thursday - Lunch: 20 Dinner: 30
Kitchen operating hours are 12pm - 2pm and 6pm – 9:30pm
Maître d’ hours are 11am – 3pm and 5:30pm – 11:30pm
Staffing requirements: Full time staff – 38 hours per week.
Develop a roster to include:

• Waiters x 2

• Bar staff x 5

• Head chef

• Chef x 1

• Apprentice x 1

• Dishwasher x 3

• Maître d’ x 2
Notes: An apprentice can only be employed full time.
The average customer spend is $55 in the restaurant during a weekday and $125 in the evenings
on a weekday. The spend amount is doubled at the weekend.
You are required to research job duties for each position and find out the award for each position.
You may combine duties but make relevant and appropriate assumptions. You can roster teams
with complementary skills.
Use the software system that you selected in the previous activity. Submit all work as professionally
written documents within the timeframe allocated. Take screenshots or create printouts of the
roster.
Your trainer/assessor will provide your group with feedback.

SITXHRM008 Roster staff 14

2: Presenting and communicating rosters
Presenting rosters to meet organisational standards
Rosters that are developed for workers should be understandable, clear and in a format that is
consistent and unambiguous. The roster may be published via software on a dashboard, posted to an
intranet page, emailed or a hardcopy distributed or put up on a noticeboard. The presentation,
communication and acceptance of shifts would be subject to both compliance regulations and
organisational standards.
Generally, the following applies to rosters:

Consistent style and formatting week to week

In an easy to read and understandable format

It must make sense to the reader

It should not contain irrelevant information

The roster should allow for flexibility

It should include all the necessary information for workers

It should be published or distributed according to compliance of agreements

It should be published or distributed according to organisational standards

Communicated to workers in plenty of time

Rosters should be easily accesible to workers.

Different compliance regulations relate to different awards and agreements in relation to rules about
changing rosters and how and when they are distributed. The general amount of notice to cancel a
shift is in most cases a minimum of 12 hours.
Once shifts are published for a roster, workers should then be notified of the shifts that they are
required to work. Regardless of the type of roster system in place (i.e. if its collaborative software or a
schedule posted on a noticeboard), a worker may need to accept the shift, decline the shift or accept
the ones they can work and decline the ones they cannot. This may be via an email, phone call or
using a software system dashboard.

SITXHRM008 Roster staff 15

Organisational standards
Organisational standards provide a guideline and framework for employees and outline the rules and
expectations that should be followed. When preparing, publishing, distributing and communicating
roster’s an organisation may require a number of standards to be followed. For example:

• mandatory requirements due to legislation, regulations an awards and agreements

• abiding by organisational policies that impact the preparation of rosters such as a WHS policy

• meeting the needs of the business or operational requirements

• meeting the needs of the customer

• meeting budget requirements

• compliance requirements for meeting standards such as flexible workplace arrangements,

equality and diversity

• appropriate skill level or job roles of staff for undertaking duties on the shift

• ensuring rosters are approved

• following a roster policy and procedure

• how to manage shift changes

• formatting and styling requirements.

SHARE PLATE

Research what are some principles of good rostering?

Spend 5 mins researching and then discuss your findings.
The trainer/assessor will facilitate a discussion.

SHARE PLATE

Work in groups of three for this activity, dividing the work equally.
Using the industry finder on the Fair Work website, research the compliance requirements for
changing the following rosters:

• Building and construction award

• Security

• Health support services

Fair Work industry finder.
Website: https://www.fairwork.gov.au/employee-entitlements/hours-of-work-breaks-and-
rosters/rosters#
Submit your findings in a professionally presented document for feedback.

SITXHRM008 Roster staff 16

 SHARE PLATE

Using the internet, search for 4 rosters that relate to a similar industry and sector, for example,
Hospitality and working in a restaurant or bar.
Compare the rosters and identify:

• whether it is in a format that is easily understood

• what could be improved

• what you liked about the format and style

• what you didn’t like about the format and style.

Include a screenshot or copy of the link to the image in a report that includes all the above points.
Submit your findings in a professionally presented document for feedback.

Communicating rosters to appropriate personnel in a

timely manner
Communication of rosters may also be part of organisational standards, ensuring that this is carried
out according to obligations, compliance and organisational requirements.
The appropriate personnel should be informed, including the shift workers, human resources, other
staff affected by the schedule, managers, supervisors etc. all within any required timeframes.
Communication may be through a manual or digitised format, distributed via hard copy or digitally and
this also should be undertaken in a timely manner to allow for acceptance, changes or any other
issues that may arise.

Image by StockSnap on Pixabay

SITXHRM008 Roster staff 17

The different methods used to communicate rosters, can be both via software, internet or paper-
based or any combination of the three. In some cases, a manager may telephone a worker; for
example, to ensure that they are aware that an unusual change has taken place. Methods can be:

• using a software dashboard or integrated system that issues rosters to staff digitally

• printing hard copies and putting on a noticeboard or handing to workers physically

• sending soft copies via email

• publishing on an intranet notice board

• sending via a text

• via a roster software app to a mobile device.

It is important that rosters are understood by staff and not misinterpreted as this can lead to no shows
for shifts, the need for finding staff last minute, pressure on other employees and can lead to higher
costs.
Initially it may require an induction on how the roster system works or a short training course on how
to use a software system.
Communication must be timely, efficient, and done according to organisational standards, compliance
requirements and suit the needs or requirements of diverse staff.

SHARE PLATE

Divide into small groups. Each group is to choose one roster created from a previous activity. You
are to make any modifications to the roster that you think may be appropriate. The roster must be
presented to staff (the class) in a staff meeting (class role play meeting) in a time that has been
allocated to you by the trainer/assessor. You must use a software application to develop and
present the roster.
Present the roster in a format that is easy for workers to understand and use.
Provide a short induction to how to use the roster system to change, accept or decline shifts.
Each group has two deadlines to meet. The first is to produce a draft of the roster to the manager
(the trainer/assessor) for feedback. The second is to present the roster.
Ensure that the roster is distributed according to the best format for staff (the class). For example,
this may be a printed format, email or via the software dashboard if everyone is using the same
application.
Allocate time for feedback and Q&A.
Provide compliance requirements to staff on:

• notice that will be given to changes according to the award agreement on Fair Work

• the procedure to be followed for using the roster system.

• how the roster will be distributed.

SITXHRM008 Roster staff 18

Modifying a roster
Rosters are always requiring modifications. Reasons for roster modifications can include:

• a staff member is unable to attend a shift as they are unwell

• a staff member asks for time off for personal reasons or commitments

• someone has been called up for jury duty

• staff may be asking for extra hours to save money for their holiday coming up

• there may be a special event such as a festival or sporting event in town

• it may be that you have received extra bookings than was forecast and you require extra staff.
If the roster requires modification, there are processes that need to be taken into consideration. You
need to ensure that:

• the roster stays within budgetary constraints

• the changes are communicated to all staff within adequate timeframes

• the staff members are available for changes made

• you still have sufficient staff covering the shifts to ensure operational and customer service
efficiency

• remember to be careful in relation to overtime rates, penalties and staff fatigue.

SITXHRM008 Roster staff 19

3: Maintaining records
Administering records of shift time completed
Records of shift time completed may be via software functions being used for preparing and
distributing rosters or the completion of time sheets, or similar.
Regardless there must be some form of capability to log the start and finish times of duties.
The requirements for administering the records of shift time completed will fall under:

• legislative regulations

• organisational standards

• industry sector regulations

• compliance to organisational policies and

procedures.
Keeping track of hours worked can support both
an employee and employer when it comes to
any issues that arise due to underpayments,
hours worked, or problems that occur during a
shift.
A worker may be required to submit an hours of
work document or input hours into a roster
software system so that an employer is meeting
their legal requirements.
Image by Beatriz Pérez Moya on Unsplash

SHARE PLATE

Access the Fair Work Ombudsman website and review the information on Record My Hours app,
watch the video and download the app.
Fair Work Ombudsman.
Website: https://www.fairwork.gov.au/how-we-will-help/how-we-help-you/record-my-hours-app
Take a look at the functions and features. Provide an overview of the App and the benefits of using
one for recording hours of work.
Provide screen shots of the App and include in a report with the overview for feedback.
Submit to the trainer/assessor for feedback.

Timesheets that record start and end time of employees’ duties may be entered via software that
creates an automated record including the number of hours worked, as well as other specific
information relating to shift work such as: the number of hours worked in a shift has exceeded the
limit; or working out pay that is then processed via the payroll linked to the system. Timesheets
completed by workers may be a simple spreadsheet or a written template.

SITXHRM008 Roster staff 21

The records should include information such as:

• the name of the worker • the date of shift

• activity carried out • total hours worked for the week

• the start and end time • total hours rostered.

LIFT THE LID

Record keeping and pay slips compliance.

Website: https://www.fairwork.gov.au/sites/default/files/migration/723/Record-keeping-and-pay-
slips.pdf
Take any notes to summarise what you have read and keep for future reference.

Maintaining staff rostering records

An employer must keep time and wage records for 7 years. This includes rosters and timesheets to
record hours of work.
Part of compliance in Australia is to also ensure that the time and wages are:

• readily accessible

• legible

• written in plain English

• not false or misleading

• not modified unless it is to correct an error.

Staffing for shift and rostered work will include a number of records that an organisation must keep
such as:

• general information such as employee • leave entitlements

name and working conditions
• superannuation
• pay rates, deductions and awards
• flexibility agreements
• hours of work
• how employment is terminated.

If these records are not kept or are incorrect, an employer can be fined or penalised through the
courts. Furthermore, it is unlawful for employers to make or keep employment records that they know
are false or misleading.

SHARE PLATE

Using the Fair Work website, find out the requirements for record keeping under the Horticulture
Award. Download the roster template provided. Include a formula that you could use to work out
the number of hours worked in a week. Complete the template using some dummy data to test the
document.

SITXHRM008 Roster staff 22

 Fair Work website.
Website: https://horticulture.fairwork.gov.au/hours-of-work-overtime
Discuss how you completed the activity and your feedback as to how the template differs from
using an App.

SITXHRM008 Roster staff 23

4: Evaluating rosters
Monitoring the effectiveness of rosters
When a roster system is in place, it is important to continually review and evaluate its effectiveness.
A number of issues may be present causing problems for both workers and managers. If these are
not monitored and feedback obtained then it may end up costing the organisation money.
Furthermore, if workers are consulted then any problems can be reviewed and changed if
appropriate.
A roster is not effective if:

• workers don’t know how to use it • it is not easily accessible

• it doesn’t make sense • it is hard to use.

• business operations are affected

This can cause issues with staffing, pay, customers or the general operation of the business.
Consultation with colleagues can help to understand issues that may not have been considered or
have not been flagged until the system is up and running.
Using software systems may also have a considerable effect on business operations if the software is
linked to other systems and processes.
Furthermore, the feedback can be invaluable for the effectiveness of the roster system with regard to
organisational standards that must be met or legislative compliance.
Keeping track of a roster system might include:

• establishing a routine that can be

used to ensure administrational
functions are carried out
sufficiently, such as checking
timesheets are correct

• ensuring any variations or

modifications can be updated in
a timely manner

• using reports to analyse

variations or issues flagged

• providing effective
communication between workers
and managers.
Image by Lala Azizli on Unsplash
Monitoring the effectiveness of a roster system may include:

• consultation meetings

• feedback given through questionnaires and surveys undertaken

• printing reports from a software system

• communicating issues with staff and requesting feedback

• accepting feedback from staff and acting on it

• evaluating the system periodically.

SITXHRM008 Roster staff 25

 SHARE PLATE

Research effective consultation techniques. What are some of the issues that could arise from
changing from a manual roster system to an integrated computerised one? How would consultation
support the success of this change? Explain a method that could be used to obtain feedback from
staff about a new App that is to be used with the current roster system. What problems or issues do
you think would arise from this change? How can consultation avoid these problems or issues that
you have listed?

Identifying improvements and taking action

After consultation has taken place and feedback received from monitoring the effectiveness of the
roster system, any improvements can then be identified and if appropriate, changes made.
For example, a survey of staff may show that the software being used is too difficult to understand, or
the system does not support certain features and functions that makes the process of entering data
simple. It could also mean that the system they are using needs updating or issues with shift clashes
have caused higher costs in wages.
Any improvements would mean that an analysis of the system would need to be undertaken. This
could include:

• changing business processes • developing a new roster process

• modifying work processes • improving on specific processes

• incorporating new features functions or • improving on the way in which the roster
processes system is being used.

• training and support

Improvements may include issues with the way in which records are documented and maintained or
changes to a system that will improve efficiency.
At the end of the day staff scheduling and recording must be efficient and work otherwise it can affect
the business as a whole.
The benefits of maintaining and improving systems:

It can improve employee morale if the system has been frustrating and causing stress for
workers.

By improving a system so that it is more efficient a manager as well as staff, can save time
preparing, recording and managing tasks associated with a system that is using longer work
processes.

Costs and budgets can be reduced through a more efficient system.

Staffing combinations and resources are better managed.

Overall, business operations can run smoothly and workers time can be utilised and managed
effectively.

SITXHRM008 Roster staff 26

 LIFT THE LID

Tips for good rostering.

Website: https://www.goroster.com/tips-good-rostering/
Common rostering problems managers face and how to solve them.
Website: https://www.tanda.co/blog/common-rostering-problems-for-managers/
Take any notes to summarise what you have read and keep for future reference.

SHARE PLATE

Refer back to the roster that you created in your group.

Meet with your group and discuss the following information:

• One of the waiters is Muslim and requires a scheduled prayer time of 15 minutes between 4
and 6pm.

• One of the waiters is due for jury duty from Thursday of next week, it has been suggested the
apprentice covers this position.

• One of the Dishwasher staff rostered on has been sick.

You must make changes to the roster to incorporate the above information.
Explain how you would communicate the changes to staff.
Reflect on how easy it was to change the roster. How can the roster development process be
improved to enable these types of changes to be integrated with ease?
Ensure that the roster is distributed according to the best format for staff (the class). For example,
this may be a printed format, email or via the software dashboard if everyone is using the same
application.

SITXHRM008 Roster staff 27