SITXHRM002

Roster staff
Objectives:
 Develop staff rosters
 Present and communicate rosters
 Maintain rostering records
 Evaluate rosters
 1.1.Develop rosters according to relevant industrial
agreements and other considerations and wage budgets.

1.2.Maximise operational and customer service efficiency

while minimising wage costs.

CHAPTER 1: 1.3.Combine duties where appropriate to ensure effective use

of staff.

Develop staff 1.4.Roster teams with complementary skills mix to meet

rosters operational requirements.

1.5.Take account of social and cultural considerations and

broader organisational policies that affect staff rosters.

1.6.Consult with colleagues to ensure input into rosters.

1.7.Use roster systems and equipment to administer rosters.

1.1. Develop rosters according to relevant industrial agreements and other
considerations and wage budgets
Some of the occasions where roster is effective is following-
• events
• functions
• individual department
• specific project
• whole organisation

The following represent some of the more commonly used rosters across different industries.
• Duty Rosters. This type is used by some managers to avoid scheduling more employees than
needed on the same shift with the same duties. For example, a duty roster might work for a
hotel manager who usually schedules employees based on the number of occupied rooms.
• Flexible Rosters. For some industries and positions, the option of working a flexible schedule
is directly related to the needs of the company. In practice, this would be allowing work
schedules of 8:30 a.m. to 5 p.m., Monday thru Thursday, and on Friday from 8 a.m. to 12
noon.
• Staggered Rosters. Companies that experience fluctuations in customers throughout the day
often prefer a staggered roster. An example of this is when restaurant managers schedule
more employees for lunch and dinner hours than lunch.
1.2. Maximise operational and customer service efficiency while
minimising wage costs.
Some examples for Operational and customer service efficiency involve the following-
Providing an appropriate ratio of:
• front of house to back of house staff
• staff to customer numbers
• supervisors to operative staff
Providing sufficient number of staff to meet:
• customer expectations of different service styles
• the demands of known or estimated numbers of customers
Rostering:
• staff with the correct skills to fulfil all operational duties
• teams with the correct skills mix.
1.3. Combine duties where appropriate to ensure effective use of
staff.
In the start you staff may not be comfortable with the combined duties however you can
provide them coaching by-
• Lead by example
• Cross train them
• Multi skilling
Effective Managers use performances coaching to help employees who are effective
contributors improve and become even more effective contributors. Done well, coaching
can help an employee continuously improve their skills, experience, and ability to
contribute.
1.4. Roster teams with complementary skills mix to meet operational
requirements
Some tips that assists you achieving your operational requirements-
• Work with the end users early and often
• Create mutually beneficial interactions
• Organize your thinking before engaging users
• Help users understand new technology
• Explain technology limitations clearly and simply
• Make user satisfaction a priority.
1.5. Take account of social and cultural considerations and broader
organisational policies that affect staff rosters.
Some of the benefits a business can avail by mixing staff from different cultural
backgrounds on roster are-
• Diverse cultural perspectives can inspire creativity and drive innovation
• Local market knowledge and insight makes a business more competitive and
profitable
• Cultural sensitivity, insight, and local knowledge means higher quality, targeted
marketing
• Drawing from a culturally diverse talent pool allows an organization to attract and
retain the best talent
• A diverse skills base allows an organization to offer a broader and more adaptable
range of products and services
• Diverse teams are more productive and perform better
• Greater opportunity for personal and professional growth.
1.6. Consult with colleagues to ensure input into rosters.
The success of a roster depends on the planning that goes into it and commitment by
everyone to make it work. It needs to be fair for everyone and to be stuck to except in
exceptional circumstances. To implement this, you must consult with your colleagues
about their input for the roster. They may have some requests or recommendation to
make.
1.7. Use roster systems and equipment to administer rosters.
A good roster plan (or employee shift schedule) ensures that each shift has enough
employees to keep things running smoothly and efficiently. To achieve this, you will need
to have good roster systems and equipment, which will help you plan and develop your
rosters effectively. Some of the basic equipment that are used in developing roster are –
Computers- Computer has become a household machinery of recent times. Planning and
developing roster is one of the very basic tasks it can perform with the help of third party
software. Microsoft Excel is most commonly used platform to develop rosters.

Electronic equipment used by staff to log commencement and completion time of

rostered duties-
• Biometric Time Clock
• Proximity Time Clock
• USB Fingerprint Scanner
• Web-Based Clocking
• Mobile Phone Clocking
• Rostering software programs
CHAPTER 2: PRESENT AND COMMUNICATE ROSTERS.

2.1.Present rosters in required formats to ensure clarity of information according

to organisational standards.

2.2.Communicate rosters to appropriate colleagues within designated

timeframes.
2.1. Present rosters in required formats to ensure clarity of
information according to organisational standards.
To ensure information in your rosters are clear you must take the following into consideration:
 That all approved Temporary Individual Roster Arrangements, RDOs and leave are entered
into the roster
 Allocation of staff to remaining shifts according to roster template build requirements and
staffing availability
 Vacancies in the roster are filled according to locally developed roster vacancy
management procedures
 Ensure that all appropriate steps in the process have been completed
 The roster has been reviewed against the agreed rostering measures of success
 That all local processes are in place for approval prior to publishing the roster
 Once approved the roster is posted according to Industrial Award requirements
Award title: Minimum shift length (part-time): Maximum hours of work without a meal Other break entitlements: <insert
<insert Award title> 00 hours break: details, e.g.
Minimum shift length (casual): 00 00 hours 10 minutes paid rest break before and
hours after lunch>

ALL STAFF NOTE: You must take your break as rostered below. Ensure you have at least <insert> minutes off if working more than <insert> hours.
Employee’s name            
Monday: Start            
Meal break            
…./…./….. Finish            
Tuesday: Start            
  Meal break            
.…./…./….. Finish            
Wednesday: Start            
  Meal break            
.…./…./….. Finish            
Thursday: Start            
  Meal break            
.…./…./….. Finish            
Friday: Start            
  Meal break            
.…./…./….. Finish            
Saturday: Start            
  Meal break            
.…./…./….. Finish            
Sunday: Start            
  Meal break            
.…./…./….. Finish            
2.2. Communicate rosters to appropriate colleagues within
designated timeframes.
Notification of rosters
An employer has to put the staff rosters in a place that full-time and part-time employee
on the roster can access easily.
The rosters have to show the following information on the roster:
• the surname and initials of each employee
• the start and finish times each day they work.

In general, an employer should give at least 2 weeks advance roster to all full time and
part time staff. Casuals may also be part of the roster if they work on temporary for
regular shifts. Other casuals are usually just called in, so their name may not be on the
rosters.
CHAPTER 3: MAINTAIN ROSTERING RECORDS

3.1.Administer records of shift time completed by employees or contractors.

3.2.Maintain staff rostering records according to organisational procedures

3.1. Administer records of shift time completed by employees
or contractors
There is considerable flexibility in the tools that can be used to achieve merit
selection. For example, a range of methods may be used to assess applicants
including:
• application
• psychometric testing
• interview
• aptitude testing
• information sought from referees.

Timesheets can be of two types-

• Electronic
• Paper-based
• Electronic Timesheets for Contractors.
3.2.Maintain staff rostering records according to organisational
procedures
Employers should keep records of hours worked for all employees, not just the ones in the roster
which could be full time and part time only. (e.g. casuals).

Adopting best practice record-keeping makes it easier to keep track of employee details, identify
payroll mistakes and keeps a business running efficiently. It also helps avoid fines for doing the
wrong thing.

An infringement notice is similar to an on-the-spot fine. It can be issued by a Fair Work Inspector
(FWI) to an employer who doesn't follow its record-keeping and pay slip obligations under
Australian workplace laws including:
• not making or keeping time and wage records
• not including the right information on a pay slip or employee record
• not issuing pay slips within 1 working day of paying employees.
• It's important for employers to keep accurate records to avoid fines and so employees and
FWIs can check that employees are getting the correct entitlements.
CHAPTER 4: EVALUATE ROSTERS
4.1.Monitor effectiveness of rosters in consultation with colleagues.

4.2.Identify ways in which rosters and roster development processes may be improved
and take appropriate action.
4.1. Monitor effectiveness of rosters in consultation with
colleagues.
This is because employee awareness of, and involvement in, decision-making regularly
leads to:
• more productive workplaces as a result of greater cooperation and collaboration
• better and more informed decision making and successful implementation of ideas
• attraction and retention of skilled and positive staff
• workplaces that are better able to cope with change
• minimisation of employer/employee disputes
• minimisation of employee claims against the employer.

Depending on your organisation structure, consultations with colleagues regarding

rosters may take in various occasions. Such as-
• establishment of employer/employee (and employee representative) committees
• regular staff meetings and communication with employees
• regular performance and training reviews
• regular written communications such as newsletters.
4.2. Identify ways in which rosters and roster development
processes may be improved and take appropriate action.
From a business point of view, you may be doing everything perfectly, however there is
always a scope for the improvement. As some of your staff may not like or understand the
roster structure or they might have a difficulty accessing it. Whatever the reason is, an
improvement would be welcomed by both the employee and employer as productivity
and efficiency will rise.

Receiving good, honest employee feedback can be a rarity. People can be resistant to
providing their insights for a number of reasons, like fear of getting reprimanded by
management, or think that their opinion won’t be heard. So, it is really important that the
feedback is requested in an appropriate manner.

Some of the most commonly used methods of collecting employee feedback are-
• Regular employee performance reviews
• Team meetings
• Suggestion box
• Regular employee surveys.