Manage workplace Relations THHGLE10B

1. Manage workplace RelationsTHHGLE10B Session 6 Roster Staff THHGLE05B

2. Session objective • By the end of today’s session you will have the skills to Develop rosters in accordance with relevant award provisions, enterprise agreements and wage budgets Maximise operational efficiency and customer service levels while minimising wage costs in roster development Combine duties where appropriate to ensure effective use of staff

3. Session objective • By the end of today’s session you will have the skills to Utilise the available skills base appropriately to roster the most effective mix of staff and to meet different operational requirements Present rosters in required formats to ensure clarity of information in accordance with enterprise standards Communicate rosters to appropriate colleagues within designated timelines

4. Recommended Reading Hospitality Management Strategy and Operations, Chapter 7 Page 220

5. Planning and implementing staff rosters • What is a roster?

6. Planning and implementing staff rosters When planning and implementing a roster you must ensure you consider the operational efficiency and customer service levels. Number of staff Type of staff Balance of skills required Demand of different services styles or periods.

7. Planning and implementing staff rosters • Effective rostering will increase operational efficiency and improve customer service. • How is this achieved and what factors would you consider?

8. Planning and implementing staff rosters • An effective mix of staff must be considered to ensure operational efficiency. • When planning a roster for food service, what staff are required?

10. Planning and implementing staff rosters What are the benefits of a multi skilled workforce and how will this benefit operational efficiency? What issues arise from not having a multi skilled workforce?

11. Wage costs • From a cost control point of view, the manager needs to plan staffing requirements according to the level of trade. • There are definite peak periods and rosters must be monitored to ensure cost effective staff planning.

12. Wage costs • What are the advantages of minimising wage costs? • What are the disadvantages of minimising wage costs

13. Recommendations for rostering include- • Develop rosters in accordance with relevant award provisions or enterprise workplace agreements and wage budgets • Maximise operational efficiency and customer service levels while minimising wage costs in roster development. • Combine duties where appropriate to ensure effective use of staff • Utilise the available skills base appropriately to roster the most effective mix of staff to meet operational requirements. • Present rosters in a clear format and in a timely way so that employees are able to plan their commitments

14. Communicating Rosters Rosters must be communicated to employees in a clear format and timely manner so they can plan for their commitments. Awards and enterprise agreements stipulate when a roster should be distributed.

15. Communicating Rosters A roster of the ordinary working hours shall b e exhibited in each establishment in such a place as it may be conveniently and readily seen by each employee concerned. The roster shall be drawn up in such a manner as to show the ordinary working hours of each employee (other than casuals) for at least a week in advance of the date of the roster.

16. Communicating Rosters • roster shall show - • (a) the name of each worker; and • (b) the hours to be worked by each worker each day. • (3) The roster shall be open for inspection at such times and to such “relevant persons” as the Employment Record is open for inspection.

17. Changes in Rosters A Roster may only be altered on account of the sickness of any employee, or by mutual consent (recorded and signed by both parties on the time and wages record) between the employee and the employer, or by the employer giving at least three days' notice of such alteration to the employee.

18. Federal Managers Award • Employees shall be advised of their roistered working hours and roistered time off as soon as practicable and in any event by not less than 14 days notice without the employees consent, except in an emergency.

19. Activity – Create a roster for the following scenario • Trading Hours • Lunch • 12.00 – 3pm • 50% of guests vacate by 3pm • Restaurant vacated and locked by 4pm • Dinner • 6.00pm – 10.00pm • 50% of guests vacated by 10.30pm • Restaurant locked up at midnight • Planning • 1 bartender 30 minutes before service • 2 wait staff 30 minutes before service • One supervisor 1 hour before service • Monday closed • Tuesday lunch closed • Tuesday Dinner 20 cover • Wednesday Lunch Closed • Wednesday Dinner 70 • Thursday Lunch 50 Covers • Thursday Dinner 80 • Friday Lunch 40 Covers • Friday Dinner 90 Covers • Saturday Lunch 15 Covers • Saturday Dinner 90 Covers • Sunday Lunch 90 Covers • Sunday Dinner Closed • Allocations • Waiting staff 1 for every 30 covers or part thereof • Bar Staff 1 for every 40 people or part thereof • Supervisor one for every 50 people or part there off • Receptionist one for every 50 people or part thereof