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ROSTER STAFF
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*** 2003***
PAGE
Introduction.......................................................................................................................... 1
Welcome ................................................................................................................... 1
This Competency Unit.................................................................................................... 1
Before You Start ............................................................................................................. 2
Planning Your Learning Programme ............................................................................. 2
Self-Assessment Checklist ............................................................................................. 3
How To Use This Learners Guide ................................................................................ 4
Using the Computer and Other Resources..................................................................... 6
Method of Assessment.................................................................................................... 6
LG THHWPO0273A
ROSTER STAFF
INTRODUCTION
Welcome
Welcome to the Learners Guide for Unit of Competency Roster Staff. This is just one
of a number of Learners Guides produced for the Commercial Food Preparation Skills
stream of the Tourism and Hospitality Industry, and it is designed to guide you, the
learner, through a series of learning processes and activities that will enable you to
achieve the specified learning outcomes for the competency unit.
The content of this guide was developed from the Competency Standard
THHWPO0273A, which is one of the basic building blocks for the National Vocational
Qualification of Jamaica (NVQ-J) certification within the industry. Please refer to your
Learners Handbook for a thorough explanation of standards and competencies, and how
these relate to the NVQ-J certification.
You are also advised to consult the Competency Standard and Instrument for a better
understanding of what is required to master the competency.
Roster staff addresses the knowledge and skills required for effectively rostering staff.
The competency unit is of the following elements:
As you go through each element, you will find critical information relating to each one.
You are advised to study them carefully so that you will be able to develop the necessary
knowledge, skills and attitudes for rostering staff.
a. Obtain a Learners Logbook that will be used to record evidence of your new
skills/competence. As you demonstrate your new skills, record your activities and
have your learning facilitator sign off on them. This will allow you provide evidence
of your competence when you are being assessed against the competency standard.
b. Ensure that you have access to the facilities and equipment necessary for learning.
d. Know and observe the occupational health and safety standards/practices for the
industry. For example, ensure that you are wearing suitable clothing, that tools and
equipment are safe, and that the correct safety equipment is used.
The following self-assessment checklist will assist you in planning your learning
programme as it will help you to think about the knowledge and skills needed to
demonstrate competency in this unit. As you go through the checklist will be able to find
out what elements you have already mastered which ones you will need to pay more
attention to as you go through the learning process.
To complete the checklists simply read the statements and tick the Yes or No box.
Self-Assessment Checklist
- Roster staff
If you ticked all or most of the Yes boxes then you might not need to go through the
entire guide. Ask your learning facilitator to assist you in determining the most
appropriate action you should take.
If you ticked a few of the Yes boxes or none at all then you should work through all of
the guide, even though some of the material may be familiar to you.
Plan your learning based on your answers. Be sure to involve your learning facilitator
in the planning process.
This Learners Guide is designed to assist you in working and learning at your own pace.
Check your progress at each checkpoint to ensure that you have understood the
material
Observe the icons and special graphics used throughout this guide to remind you of
what you have to do to enhance your learning. The icons and their meanings are as
follows:
Definition Box
Words/phrases are defined or explained in this box. The
words/phrases being explained are in bold print.
Checkpoint
This denotes a brain teaser and is used to check your
understanding of the materials presented. No answers are
provided for the questions asked.
Activity
This denotes something for you to do either alone or with
the assistance of your learning facilitator.
Reference
Points you to the reference materials and other support
documents or resources used in compiling the unit content.
Ask your learning facilitator for help if you have any problems with the interpretation
of the contents, the procedures, or the availability of resources
Stop and complete each activity as you come to it. If the activity requires you to
perform an actual task, be sure to tell your learning facilitator when you get to that
activity so that he/she can make any arrangements
Get your learning facilitator to sign and date the Learner Logbook when you have
completed an activity
Read the summary and complete the self-assessment checklist at the end of each
section or element.
When you have worked through all sections of the guide, complete the assessment
exercise at the end of the document. When you can tick every Yes box, you are ready
for assessment and should ask your learning facilitator to assist you in making the
arrangement to have your performance assessed.
Where your activities refer you to the library, computer and Internet resources, ask your
learning facilitator to assist you with locating these resources. If you are getting your
training in an institution, there may be a library and computer laboratory. If this is not
the case, visit the local library and find out what resources are available.
If you are new to the computer and the Internet, someone should be able to show you
how to use these resources.
Please note that in many of your activities you have been referred to information on the
Internet. This is because the Internet has a vast amount of information that can help you
in acquiring the particular competencies. We would like to advise you, however, that we
cannot guarantee that all the sites will be available when you need them. If this happens,
ask your learning facilitator to assist you with locating other sites that have the
information you require.
Method of Assessment
Competency will be assessed while you are actually performing the tasks related to this
competency, this may be in a real workplace or a simulated situation that accurately
relates to the work situation. You are advised to consult the associated competency
standard and assessment instrument for further details relating to the assessment
strategies.
You may now start your learning. Have fun while you work!
LEARNING OUTCOMES
As you go through this element you need to ensure that you acquire the necessary
knowledge, skills and attitude to enable you to develop and implement staff rosters. Your
learning facilitator is there to assist you through the various activities. Upon completion
you should be able to:
ROSTER
The roster refers to pattern of shifts and blocks of shifts. Staff rosters have a variety of
designs because each roster is designed to satisfy the needs of a particular industry. Some
rosters have permanent shift patterns, while others have rotating shift patterns.
Shift Pattern
The shift pattern consists of a cycle, which refers to the period required for a complete
schedule of rotation. In other words, it is the number of blocks, or days, or weeks
necessary to complete the shift pattern. For example, a roster may change every week;
therefore, the cycle is weekly. In the hospitality industry, the shift pattern may change
according to the seasons of the year, so that there is a summer roster, or a winter roster,
which means that the cycle is a seasonal one.
The award will have provisions for the number of hours of work per week to be
completed, the wage or salary rate, the bonus
The Award refers to the policy, among other benefits such as health. The
conditions of employment of a employer usually sets the award, while in some
particular employee or set of other cases it is created between the employer and
employees within a particular either the employees or a union on behalf of the
company or organisation. employees through negotiations.
CHECKPOINT
Speak with a human resource manager in a hotel or restaurant, about
award provisions created for the staff members.
An enterprise agreement - sets out the minimum conditions for employees working in
specific areas of work, in a similar fashion as an award. However, the enterprise
agreements are created for a particular enterprise or project. For instance, there may be
employment conditions set out in an enterprise agreement for restaurant workers, which
differ from those for airline staff.
As it is with awards, such agreements are made between employers in an industry and
either the employees or a union on the behalf of the employees.
ACTIVITY:
TYPES OF ROSTERS
Roster design - This takes into account the need to maximise operational efficiency and
customer service levels, while minimizing wage costs.
The best rosters are those that are designed to satisfy the restaurants/hotels needs.
You must consider design variables when creating staff rosters. The term variable
indicates that they can change from time to time. For example, the weather is variable,
meaning it can change. The design variables include:
Crew, team or panel refers The number of hours worked by individuals per
to the number of people week
working in any one shift The number of shift crews available to do all the
period on the same schedule. necessary work
The number days worked per week
The rest days (single days, blocks of days) and weekends
The duration of shifts
The starting of shift times
The hours between shifts
The shift rotation (if any)
The award provisions, the hours of operation of the establishment and the number of shift
crews that are available to complete all the necessary work will determine the number of
hours worked by each individual. The operational efficiency and customer service levels
can be maximised depending on the hours worked.
The length or duration of each shift will vary according to the hours of operation, the
nature of the work and the budget of the establishment. The length should not be too long
to cause employees to suffer from fatigue towards the end of the shift. This can have a
negative impact on customer service levels and productivity
Sufficient rest time should be allocated during each cycle. This can be achieved by
allowing persons the option of single days, blocks of days, or unbroken weekends.
When designing a roster, you should ensure that each team adequately covers all the
necessary areas of work. For instance, in each shift there should be a food and beverage
manager, or supervisor, and the quality of the food produced should be of the highest
quality at all times. Serving staff should also be on the roster during each shift along with
the necessary staff to keep the work and dining environment clean. In the hospitality
industry, personnel have to be able to perform a variety of duties, therefore the staff
members who serve and cook may also have to clean after a meal has been served.
Shifts can be rotated in a number of ways. However, the most recommendable is to move
from earlier shifts to later ones allowing for proper rest time between the shifts. Changes
from a later shift to an earlier one can reduce the rest time between shifts. Additionally,
rotating shifts allows for all the crews to share the various shifts equally, and no one
group has to adapt to working only on night shifts. Sometimes the shifts are fixed; this
means that one person will keep the same shift over an extended period.
CHECKPOINT
What could be the possible effects if staff members do not receive
sufficient rest considering that they are working in a restaurant?
Exchange of shifts
Shifts should be exchanged only for special reasons, given that the change will not cause
extremely long week or daily hours for any individual. The supervisor should monitor the
changes and the effects of the individuals shift pattern.
Hand-over
There should be appropriate ways of ensuring efficient and safe hand-over between shifts
and to ensure that the new shifts are aware of all the occurrences and important matters
that have come up in the workplace. For instance, if the chef at the end of a shift does not
inform the chef who is about to begin a shift of any changes to the menu, or the number
of guests expected problems could arise.
The roster pattern should be regular so that employees can arrange other areas of their
life, for example their family and social lives around their working hours. The roster
cycle should be as short as possible considering all the other variables.
CHECKPOINT
Speak with restaurant/hotel managers about their experience
organising shift work and find out other issues that have to be
considered.
You should always ensure that the roster is easy to follow and understand, properly
distributed for thorough review and well in advance of the beginning of the roster cycle.
If possible, individual rosters can be given to staff members; it can be posted in an easily
accessible area to which all workers have to go. Employees should also be given
sufficient notice about changes to the roster.
OTHER CONSIDERATIONS
You must always be aware of the security of staff members. For night shifts and
afternoon shifts in particular, well-lit car parks and surroundings should be provided. If
possible, there should be security personnel on patrol. In some instances, transportation
can be provided.
Breaks
There should be at least one scheduled break for each person during his or her shift.
CHECKPOINT
Speak with restaurant/hotel workers about their experience with shift
work and find out how they balance work and other areas of their
lives. (For e.g. recreational activities, family)
All shifts should have access to staff meetings, training, and information relevant to the
job.
First Aid
First aid facilities should be made available to all shift workers. There should be someone
who is trained in first aid available on all shifts, and proper emergency procedures should
be put in place. Emergency drills should also be used to practise the entire workforce in
the use of the procedures.
Facilities
Casual Employees
Allowance should be made for casual employees (who may be needed from time to time
at peak periods when there is excessive workload for the staff members who work
regularly). A special award provision can be created to determine the condition under
which they should work.
Now that you are aware of quite a few of the variables and considerations that should be
made when designing rosters, let us look at some sample roster patterns that could be
applied for a restaurant that serves meals throughout a 24 hour period.
Weeks 1 and 2
Days of the Week
Team M T W T F S S M T W T F S S
1 A A A N N N N / - - A A A A
2 D D D D D - - A A A N N N N
3 N N N / - D D D D D D D - -
4 / - - A A A A N N N / - D D
Weeks 3 and 4
Days of the Week
Team M T W T F S S M T W T F S S
1 N N N / - D D D D D D D - -
2 / - - A A A A N N N / - D D
3 A A A N N N N / - - A A A A
4 D D D D D - - A A A N N N N
D Day: 7:00 am 3 pm
A Afternoon: 3:00 pm 11 pm
N Night 11:00pm 7 am
/ - This indicates that the night shift ends on this day
Weeks 1 3
Days of the Week
Team M T W T F S S M T W T F S S M T W T F S S
1 D D N N / D D N N / D D N N /
2 D D N N / D D N N / D D N
3 / D D N N D D N N / D D N
4 N N / D D N N / D D N N /
Weeks 4 6
Days of the Week
Team M T W T F S S M T W T F S S M T W T F S S
1 D D N N / D D N N / D D
2 N / D D N N / D D N N /
3 D N N / D D N N / D D N N /
4 D D N N / D D N N / D D N N
Weeks 7 8
Days of the Week
Team M T W T F S S M T W T F S S
1 N N / D D N N /
2 D D N N / D D N N /
3 D D N N / D D N N
4 / D D N N / D D
D Day: 6am 6 pm
N Night 6 pm 6 am
CHECKPOINT
Which roster pattern is more cost-effective?
Discuss in groups.
ACTIVITY:
Design a roster for a restaurant with three teams rotating five days
per week (restaurant closed on weekends), with eight-hour shifts
starting on a Monday and a four - week cycle, taking into
consideration the many variables of roster design.
Now that you have completed this element, check to see whether if you have fully
grasped all the components by doing the following Self-Assessment:
Checklist 1 Yes No
Checklist 2 Yes No
LEARNING OUTCOMES
As you go through this element, you need to ensure that you acquire the knowledge,
skills and attitudes necessary for maintaining staff rosters in the hospitality industry.
Your instructor is there to assist you through the different activities, so on completion
you should be able to:
TIME SHEETS
Time sheets contain information which may include the arrival and departure times,
activities performed by individual workers, and the amount of time that is spent on each
activity. Time sheets are necessary for the proper management of the resources in the
industry. In an environment such as a restaurant, there are several resources that must be
utilised efficiently. For example, there are food items, machinery and utensils such as
plates and glasses that must be efficiently used.
Always remember that the success of the business to a great extent depends on how the
human resources are organised and on how the staff members use the available
resources.
Sometime sheets allow the supervisor to measure the exact quantity of work that is
performed over a period of time. This information can help in designing the best work
plans for staff to ensure that more accurate use of resources occurs.
Staff can record their arrival and departure times each day
Staff members can record their weekly duties at the end of the week
Staff members can record their daily duties at the end of the day
Staff members can record their duties throughout each day over a period of time (e.g. a
week)
Accurate information is also important for costing purposes and for negotiating more
accurate and realistic work plans in the future.
CHECKPOINT
Think of some of the advantages and disadvantages of using the daily
time sheet to record activities throughout the entire day.
Most organizations use time sheets to record the arrival and departure times of personnel.
This information is very important for doing the payroll, as pay is often calculated
according to the number of hours that are completed.
There is a variety of methods for staff members to sign in and out: These include
Attendance books
Time sheets/cards
Magnetic badge card readers The cards are swiped in the reader ,which
electronically records the time of arrival and departure
Bar code label badge readers The cards are swiped in the reader, which
electronically records the time of arrival and departure
A PIN code can be entered. In this case, a computer can be used for tracking the
comings and goings of your staff.
Devices that recognise people simply by reading their hand or fingerprint or retinas.
The type of time sheet that gives the most detailed and accurate information is that which
is completed after each task has been done or executed
In the figure below is a sample of a daily timesheet and the codes and costing for the
codes.
Sample Daily Timesheet
Name: Date:
Time Activity
Position Direct Cost (code and amount)
(hours) Code
3 Cooking 06 06 - $3000
Staff members can report using a sheet like this for a set period of time such as a week,
for use by the management to analyse how much work is completed by staff members
and in how much time, and how much it costs to complete this work.
Remind staff members that honesty is the key in reporting on the time sheet, and give
them clear deadlines to complete their time sheets.
ACTIVITY:
Design a time sheet that is to be completed every hour of the day for
a staff member who carries out a variety of tasks in a restaurant.
Outline how you would implement and communicate the time sheets.
Ask your facilitator to guide you.
(This can be a class presentation)
A major part of managing staff rosters is maintaining information on the staff as a whole.
Maintaining staff records is an important part of office record management. These
records provide vital information that can be used to solve problems and make decisions
that affect the organisation.
Document Description
EMPLOYMENT AND CAREER
Written particulars of employment
Contracts of employment, including the Certificate of Qualification or its equivalent and
including the Senior Civil Service Changes to terms and conditions, including change of hours
letters
Job History - consolidated record of whole career and location details (paper or electronic)
Promotion, temporary promotion and/or substitution documentation
Record of previous service dates
Training history
HEALTH
Health referrals, including medical reports from doctors and consultants,
Medical/Self Certificates unrelated to industrial injury
PAY AND PENSION
Bank details current
Housing advance
Unpaid leave periods (maternity leave, etc)
SECURITY
Security personnel files
ACTIVITY:
Make a list and discuss with your peers and/or learning facilitator
Refer to:http://www.pro.gov.uk/recordsmanagement/standards/personnel.htm
Maintaining staff records in a proper order can improve the efficiency of the organisation.
If for instance, you need to find material on a staff member, and the filing system is not
adequate, then time and productivity can be lost searching for the file.
Without a programme that quickens information retrieval, business goals to improve and
maintain the efficiency will not be achieved.
Remember that keeping staff records in order will only yield benefits and will be of no
disadvantage.
There is a variety of ways in which staff records can be updated and maintained.
The two most common methods used are:
Paper
Electronic format
PAPER
Most staff records are kept in paper format and have to be kept in a secure holding area
that has restricted access. This is important because staff records are considered to be
confidential documents, and have to be handled with care. Only authorised personnel
should have access to them. So after information is updated, the document must be
stored away from unauthorised personnel.
Always remember to keep the most important information on staff, and only the
information that you have to keep. Paper data can become difficult to maintain if you
have too much for the amount of storage space in the organisation.
STORING PAPER
Paper records also have to be secured from environmental factors that can also damage
them and cause loss of information. The environmental factors include:
How would you feel if everybody had access to your personal staff records?
CHECKPOINT
Why is it important to limit the access to information about staff
members to the managers or other authorised persons?
Refer to: Robek, Mary F., Brown, Gerald F, Stephens, David O. (1995).
Information and Records Management. California, McGraw-Hill.
The use of computer technology has greatly affected the way in which filing is organised
in the modern organisation. To maintain staff records on computers or in an electronic
format (diskettes, zip discs, or compact discs), it is important to apply a proper filing
system. It can be very difficult to find information on a computer if the information is not
put in a particular filing order.
There is a variety of software packages that facilitate record management. Some of the
common types are Microsoft Office and the Corel Suite. Data in text format and in
images (E.g. photos, and images of a birth certificate) can be stored with the use of
different computer programmes and electronic machinery.
Some organisations have special programmes that are created for their own business
purposes, where staff records management and retrieval are made easy.
Ensure that you learn how to protect information that is on the computer. Special
passwords can be used to restrict access to staff records that are stored electronically.
ACTIVITY:
Compare the use of paper and electronic method of record keeping
of staff, and make a list of the advantages and disadvantages of using
both methods.
Always make sure that the computer has enough capacity to store all the information
that is to be used. And that there are backup electronic data for the most important
records.
It is important that the organization takes a decision as to how long the staff records will
be kept you decide how long, the staff records will be maintained and when they will be
destroyed. This will assist managers in controlling the proliferation of records. This can
reduce the cost of storage and can have the following advantages:
In a restaurant environment for instance, you must decide, according to the enterprise
procedures, what documents should be kept, and for how long. Some organizations will
keep information on a staff member for several years after that person has left the
organisation.
The period of time for which staff information is kept will be determined by the various
laws and policies concerning record retention in the foodservice or hospitality industry,
or in the labour laws of the country.
CHECKPOINT
Do you remember what an enterprise agreement is?
Remember that the record retention period will always be in the organisations best
interest.
Refer to: Robek, Mary F., Brown, Gerald F, Stephens, David O. (1995).
Information and Records Management. California, McGraw-Hill.
Now that you have completed this element, check to see whether you have fully grasped
all the components by doing the following Self-Assessment:
Checklist 1 Yes No
Checklist 2 Yes No