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Spencerian College *

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SITXHRM001

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Management

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Jan 9, 2024

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UNIT CODE AND NAME: SITXHRM002 ROSTER STAFF ACTIVITY 1A 1. The relevant awards that must follow when developing rosters for staff are as follows: Amusement, Events and Recreation Award 2010 Car Parking Award 2010 General Retail Industry Award 2010 Fast Food Industry Award 2010 Hospitality Industry (General) Award 2010 Travelling Shows Award 2010. 2. For each year of service with his or her employer, an employee is entitled to 4 weeks paid annual leave. Employees who are described as a ‘shift worker’ are entitled to 5 weeks of paid annual leave. 3. When determining whether additional work hours are reasonable are as follows: Risk to the employee’s health and safety The personal circumstances of the employee, such as family responsibilities The needs of the organisation The level of payment for working additional hours The notice given by the employer to the employee Any notice provided by their employee of their intention to refuse additional hours The normal pattern of work in the industry The employee’s level of responsibility Any other relevant matter. ACTIVITY 1B 1. Customer experience encompasses every aspect of a company’s offering—the quality of customer care, of course, but also advertising, packaging, product and service features, ease of use, and reliability. Yet few of the people responsible for those things have given sustained thought to how their separate decisions shape

customer experience. To the extent they do think about it, they all have different ideas of what customer experience means, and no one more senior oversees everyone’s efforts. 2. The three common needs and expectations that customers have of employees are as follows: Friendliness – speaking politely to customers and greeting them upon the start of a conversation Empathy – the ability to understand and appreciate the circumstances of the customer by placing yourself in their shoes Fairness – being able to treat all customers with the same level of respect, regardless of their circumstances Clear instructions and information – the ability to provide the customer with the information that they are seeking Options and alternatives – when the needs of the customer cannot be immediately met, it is important to provide them with alternatives. 3. Is it more cost effective to employ a number of casual staff who are not entitled to annual leave but require a higher base rate of pay? Is it more cost effective to pay staff for overtime or offer the time as paid annual leave at the normal rate of pay? Does an employee taking their leave in a number of small intervals or in longer periods make a difference to costs, such as having to recruit more part-time or casual staff? ACTIVITY 1C 1. May highlight the benefits of recruiting individuals who have a broad skillset and have had experience within various roles in the past. Training and mentoring are further tools that can expand the skillset of new or existing employees – making it possible for them to combine their duties when needed. 2. The benefits of having employees combine their duties are as follows: It can prevent you from having to recruit new individuals to cover sickness of parental leave It enables employees to build their knowledge and skillset

It enables you to manoeuvre employees during shifts in particularly quiet or busy periods It can help to increase operational efficiency. ACTIVITY 1D 1. The skills or qualities may be required within a team that you need to consider when rostering are as follows: Leadership Strategic ability Knowledge of the industry/service provided Physical ability Customer service skills Experience of working with children. 2. If a range of heavy goods needs to be moved between locations or within the workplace and you do not have employees who can safely move the goods, then operational procedures will not take place as planned and it could have a knock on effect on other areas. Similarly, if you run a business that requires staff to lead group activities or games with children, then it is important to have employees rostered who have had training and experience in doing so, or else the quality of service provided may drop or it may not be able to take place at all. ACTIVITY 1E 1. The policies of our organisation have in addition industrial agreements are as follows: The length of time you are expected to provide notice Who you are to request or report annual leave to? The maximum number of successive days off The maximum number of employees who can take annual leave simultaneously. 2. The social factors that have to consider when developing a roster are as follows: Parental responsibilities – employees may have responsibilities involving children, such as picking them up from school, and therefore may want to base their shifts around this time

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Caring duties – individuals may have the need to care for family members of friends who are ill or injured Leisure activities – employees are likely to take part in leisure activities outside of work. Arranging a roster so that an employee can have particular days or times of the day off can keep them happy. ACTIVITY 1F 1. The three aspects that may want to establish from colleagues are as follows: Cultural needs Social needs or responsibilities Their skillset 2. The methods of consultation can be used to consult with staff members about rosters are as follows: Meetings E-mail Letters or notes Suggestion boards Telephone Speaking in person. ACTIVITY 1G The three benefits of online rostering are as follows: They can help you to monitor each employee Systems that automatically place individuals into available shifts using algorithms are less likely to lead to problems than allocating by hand, especially when large numbers of employees need to be inputted Systems can be designed so that there are no violations to industrial agreements and organisational policies. For example, employees will receive the correct number of shifts during and between shifts, and they will not be scheduled to work more than the maximum number of hours in a week. ACTIVITY 2A

1. The workplace factors impact on the type of roster that needs to be developed are as follows: The number of employees Type of organisation Whether work takes place across different locations Roles of employees Types of contract of employees. 2. The uses of two different types of roster are as follows: Full-time rosters An often used roster when employees work on a full-time basis and the workplace is operational 7 days a week. Award rules in relation to maximum number of hours worked need to be considered with this roster. Part-time and casual rosters A separate roster that is introduced for part-time and casual staff when trade levels dictate a need for more staff. ACTIVITY 2B 1. Managers may want to supervise rosters to ensure there are an adequate number of employees in place for certain events or periods. A human resources department may seek information about rosters to see who will be taking part in training sessions or courses and at what time. The accounts office will also want information about the schedules of other employees in order to verify the number of hours worked and to plan the paying of wages. 2. The advantages of providing rosters with plenty of notice are as follows: It enables colleagues to plan their lives accordingly It provides employees with time to report any issues with their planned shifts Changes can be made in advance. ACTIVITY 3A 1. The two different methods of establishing the hours worked by employees are as follows: Using timecards to state time of arrival, breaks, and time of leaving work

Having a written signing in and out system at the workplace Using an electronic signing in and out system at the workplace Requesting employees to email their supervisor when they arrive, and leave work each day. 2. The importance of maintain staff rostering records are as follows: Maintaining records accurately is important for a number of reasons. Firstly, it can protect an organisation from issues in relation to industry regulations, such as about maximum hours worked and the regulation of breaks Maintaining records can also help to settle disputes in relation to wages. Some employees may base their pay expectations on their rostered hours rather than the actual time spent working, so precise details can be used to solve such problems. They can also highlight where employees have taken annual leave, personal or carer’s leave, or if they have attended jury service, for example. ACTIVITY 4A 1. Has the rostering system provided the adequate level of staff at any time – are there periods where there are too many or not enough employees? Have employees been subjected to working overtime? Do employees feel shifts have been allocated fairly? How has the roster impacted on the work-life balance of employees? What is the level of absence from work? 2. The three examples of negative consequences resulting from understaffing are as follows: The quality of customer service reduces when fewer customers are available Staff may have to rush interactions with customers Response times to queries are likely to increase ACTIVITY 4B 1. If you have discovered that employees are suffering from fatigue, in may be a good idea to alter future work schedules; for example, by increasing break periods or allocating more consistent shift patterns.

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2. You may decide to allocate more staff to certain shifts where it is has been particularly busy or ensure that individuals with the correct skillset are present during each shift. As mentioned previously, without employees capable of serving customers, moving goods, or working with children, for example, operations cannot run smoothly. Another method of improving the roster system may involve recruiting new workers. If you feel that workplace issues cannot improve simply by altering procedures with current employees, then hiring new staff should become economically beneficial in the long run.

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