SITXHRM008 Student Assessment Tasks

Assessment cover sheet
Student Must Fill this Section

Unit Code / Title SITXHRM008 Roster staff
Qualification Code / Title:
3/3/2024
Due Date :
Student Name: Sujal kutal

Student ID: Term: Year:
20220383
“I give my permission for my assessment material to be used in the auditing,
Privacy Release Clause:
assessment validation & moderation Process”.
“I declare that:
 The material I have submitted is my own work;
Authenticity Declaration:
 I have given references for all sources of information that are not my
own, including the words, ideas and images of others”.
Student Signature: sujal Date:3/3/2024
Assessment Outcome
Assessor Name:Amit das
Not Yet
Attempt and Tasks Satisfactory Date Assessor Signature
Satisfactory
Initial attempt  
Re- attempt/Re-
assessment  
Assessment Task 1  
Assessment Task 2  
THE EARLY CHILDHOOD LEARNING COMPANY PTY. LTD. T/A ASTRAL SKILLS INSTITUTE
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Level-6, Suite 6.01/138 Queen Street, (02) 4608 9972 info@asia.edu.au Release Date: Sept 2022
Campbelltown, NSW 2560 www.asia.edu.au Page No: 1
Assessor Feedback to Students
Assessment Outcome: Competent Not yet Competent
Assessor Name:
Assessor Signature and date:
Information for Student:

 This assessment is to be completed according to the instructions given below in this document.
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 Should you not answer the tasks correctly, you will be given feedback on the results and gaps in
knowledge. You will be entitled to one (1) resubmit in showing your competence with this unit.
 If you are not sure about any aspect of this assessment, please ask for clarification from your
assessor.
 Please refer to the College re-submission and re-sit policy for more information.
 If you have questions and other concerns that may affect your performance in the Assessment, please
inform the assessor immediately.
 This is an Open book assessment which you will do in your own time but complete in the time
designated by your assessor. Remember, that it must be your own work and if you use other sources
then you must reference these appropriately.
 Student must submit the completed Assessments on Moodle
Re-assessment of Result& Academic Appeal procedures:
If a student is not happy with his/ her results, that student may appeal against their grade via a written letter,
clearly stating the grounds of appeal to the Chief Executive Officer. This should be submitted after completion
of the subject and within fourteen days of commencement of the new term.
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Re-assessment Process:
 An appeal in writing is made to the Academic Manager providing reasons for re-assessment /appeal.
 Academic Manager will delegate another member to review the assessment.
 The student will be advised of the review result done by another assessor.
 If the student is still not satisfied and further challenges the decision, then a review panel is formed
comprising the lecturer/trainer in charge and the Academic Manager or if need be an external
assessor.
 The Institute will advise the student within 14 days from the submission date of the appeal. The
decision of the panel will be deemed to be final.
 If the student is still not satisfied with the result, he / she has the right to seek independent advice or
follow external mediation option with nominated mediation agency.
 Any student who fails a compulsory subject or appeals unsuccessfully will be required to re-enrol in
that subject.
The cost of reassessment will be borne by the Institute. The external assessor will base his/her judgement
based on principles of assessment. These principles require assessment to be reliable, fair, practical and valid.
Academic Appeals:
 If you are dissatisfied with the outcome of the re-evaluation process, you have a right to appeal
through academic appeals handling protocol.
 To appeal a decision, the person is required to complete the ASTRAL - Request for Appeal of a
Decision form with all other supporting documents, if any. This form is available via our website. The
completed Request for Appeal form is to be submitted to the Student Support Officer either in hard
copy or electronically via the following contact details:
 Student Support Officer, Level-6, Suite 6.01/138 Queen Street, Campbelltown, NSW 2560
Email: info@asia.edu.au
 The notice of appeal should be in writing addressed to the Chief Executive Officer and submitted
within seven days of notification of the outcome of the re-evaluation process.
 If the appeal is not lodged in the specified time, the result will stand and you must re-enrol in the unit.
 In emergency circumstances, such as in cases of serious illness or injury, you must forward a medical
certificate in support of a deferred appeal. The notice of appeal must be made within three working
days of the concluding date shown on the medical certificate.
 The decision of Chief Executive Officer will be final.
 Student would then have the right to pursue the claim through an independent external body as
detailed in the students’ complaint / grievance policy.
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Plagiarism:
Plagiarism means to take and use another person's ideas and or manner of expressing them and
to pass them off as your own by failing to give appropriate acknowledgement. This includes
material sourced from the internet, RTO staff, other students, and from published and
unpublished work.
Plagiarism occurs when you fail to acknowledge that the ideas or work of others arebeing used,
which includes:
• Paraphrasing and presenting work or ideas without a reference
• Copying work either in whole or in part
• Presenting designs, codes or images as yourown work
• Using phrases and passages verbatim without quotation marks or referencing the author
or web page
• Reproducing lecture notes without proper acknowledgement.
Collusion:
Collusion means unauthorised collaboration on assessable work (written, oral or practical) with
other people. This occurs when a student presents group work as their own or as the work of
someone else.
Collusion may be with another RTO student or with individuals or student’s external to the RTO.
This applies to work assessed by any educational and training body in Australia or overseas.
Collusion occurs when youwork without the authorisation of the teaching staff to:
• Work with one or more people to prepare and produce work
• Allow others to copy your work or share your answer to an assessment task
• Allow someone else to write or edit yourwork (without rto approval)
• Write or edit work for another student
• Offer to complete work or seek payment for completing academic work for other
students. Both collusion and plagiarism can occur in group work. For examples of plagiarism,
collusion and academic misconduct in group work please refer to the RTO’s policy on Academic
integrity, plagiarism and collusion.
Plagiarism and collusion constitute cheating. Disciplinary action will be taken against students who
engage in plagiarism and collusion as outlined in RTO’s policy.
Proven involvement in plagiarism or collusion may be recorded on students’ academic file and
could lead to disciplinary
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Assessment Requirements
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You are required to complete and pass every task in the assessment in order to be deemed
competent.
Assessment Schedule
Task Due Student Trainer Comments

Date Signature Signature
Task 1-2 Week
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Introduction
Welcome to the Student Assessment Tasks for SITXHRM008 Roster staff. These tasks have been designed
to help you demonstrate the skills and knowledge that you have learnt during your course. Please ensure that
you read the instructions provided with these tasks carefully.
Assessment for this unit

For you to be assessed as competent, you must successfully complete two assessment tasks:
 Assessment Task 1: Knowledge questions – You must answer all questions correctly.
 Assessment Task 2: Project – You must work through a range of activities to complete a project.
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Assessment Task 1: Knowledge questions
Information for students

Knowledge questions are designed to help you demonstrate the knowledge which you have acquired during the
learning phase of this unit. Ensure that you:
 comply with the due date for assessment which your assessor will provide
 adhere with your RTO’s submission guidelines
 answer all questions completely and correctly
 submit work which is original and, where necessary, properly referenced
 submit a completed cover sheet with your work
 avoid sharing your answers with other students.
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Questions
Provide answers to all of the questions below.
1. List two sources of information that you could access to find information about the Hospitality
Industry (General) Award.
Answer
1. The Fair Work Commission website is the official government resource that offers detailed information
about the Hospitality Industry (General) Award, including entitlements and pay rates.
Websites of industry associations: Resources from associations like R&CA or AHA that provide advice
on adhering to award regulations.
2. List two further sources of information that you could access, to find out information on work
agreements for the hospitality industry.
1. Government websites: Official labor departments or regulatory

bodies provide information on hospitality industry work agreements,
including legal requirements and standards.
2. Industry Events hosted by hospitality

organizations offer insights and updates on work agreements, often
featuring expert speakers.
2. Why is it important to check the relevant award conditions when preparing a roster?
Checking relevant award conditions ensures compliance with legal requirements, preventing
underpayment or breaches, and maintaining fair and lawful employment practices.
3. How is an enterprise agreement different from a modern award?

An enterprise agreement is negotiated directly between an employer and employees, tailored to their
needs, while a modern award is industry-wide.
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4. Explain how industrial agreements can affect the preparation of rosters.
Staffing levels, shift durations, and overtime rates are all governed by industrial agreements, which have a
direct effect on roster creation by guaranteeing adherence to the terms and circumstances set forth for employee
scheduling.
5. Identify at least two factors of how each of the following award provisions will impact the rostering
process.
Leave Factor 1: Availability of staff - Rosters need to accommodate staff

members on leave, ensuring adequate coverage.
Factor 2: Planning for leave coverage - Managers must plan ahead to ensure
sufficient staffing during peak leave periods.
Mandated breaks Factor 1: Shift scheduling - Managers must schedule shifts with
between shifts consideration of required break periods between shifts to comply with labor
laws.
Factor 2: Employee well-being - Ensuring adequate rest between shifts
promotes employee health and reduces fatigue-related risks.
Maximum Factor 1: Staffing levels - Limits on shift hours may necessitate

allowed shift adjustments to staffing levels to maintain operational efficiency.
hours
Factor 2: Compliance with regulations - Rosters must be designed to
adhere to maximum shift hour regulations to avoid legal violations.
Standard pay Factor 1: Budgeting - Roster planning involves considering standard pay rates
rates to manage labor costs effectively.
Factor 2: Fair compensation - Ensuring that employees are scheduled
according to their standard pay rates maintains fairness in compensation.
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Overtime pay Factor 1: Budget considerations - Rosters need to balance labor costs,
rates especially when overtime pay rates apply.
Factor 2: Employee availability - Managers must consider employee
availability and willingness to work overtime when creating rosters.
Penalty pay Factor 1: Cost management - Rosters should minimize the need for
rates penalty rates to control labor expenses.
Factor 2: Compliance with regulations - Adherence to penalty pay rate
requirements is essential to avoid legal penalties and ensure fair
compensation for employees.
6. List three impacts of contractor fees, if you had to include them in a staff roster.
Cost management: Contractor fees add to the overall labor expenses, requiring budget adjustments to
accommodate these additional costs.
Resource allocation: Planning for contractor fees involves allocating resources effectively, ensuring that
funds are available to cover these expenses without compromising other operational needs.
Schedule coordination: Incorporating contractor availability into the roster requires coordination with their
schedules to ensure that contracted work is adequately covered and integrated with regular staff shifts.
7. Outline two considerations when rostering permanent or casual staff.

Flexibility needs: Casual staff offer flexibility but may require more notice for shifts. Permanent staff
provide stability but may have set availability.
Cost implications: Casual staff may have higher hourly rates, while permanent staff have benefits like paid
leave and entitlements.
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8. Using the table below and referring to the Hospitality Industry (General) Award 2010, (this can be found
at the Fair work Australia government website www.fwc.gov.au), identify the key elements of the award.
Leave This refers to the various types of leave that employees are entitled to, such as
entitlement annual leave, sick leave, and long service leave, along with the conditions and
accrual rates associated with each type of leave.
Mandated breaks this specifies the minimum duration of rest breaks required between shifts
between shifts for employees, ensuring they have adequate time to rest and recover
between work periods.
Maximum This sets the limit on the maximum duration of a single shift that an
allowed shift employee can work within a specified period, safeguarding against
hours excessive working hours and promoting employee health and safety.
at the Fair work Australia government website www.fwc.gov.au), provide the overtime payable.
Period of overtime Overtime payable (as a percentage)
Monday to Friday: First two hours Overtime payable at 150% of the employee's
ordinary hourly rate.
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Period of overtime Overtime payable (as a percentage)
Monday to Friday: After first two hours Overtime payable at 200% of the employee's
Midnight Friday to midnight Sunday Overtime payable at 200% of the employee's

A rostered day off Overtime payable at 200% of the employee's

at the Fair work Australia government website www.fwc.gov.au), provide the appropriate penalty rate for
each period.
Penalty rate for full-time and Penalty rate for casual employees
part-time employees (incl 25% loading)
Monday to Penalty rate for full-time and Penalty rate for casual employees
Friday part-time employees: Ordinary (including 25% loading): Ordinary
hourly rate. hourly rate + 25%.
Saturday Penalty rate for full-time and Penalty rate for casual employees
part-time employees: 150% of (including 25% loading): 175% of the
the ordinary hourly rate. ordinary hourly rate.
Sunday Penalty rate for full-time and Penalty rate for casual employees
Public holidays Penalty rate for full-time and Penalty rate for casual employees
11. Dixon Hospitality has an enterprise agreement with its staff, rather than following the Hospitality
Award. Complete the table below for full time staff:
https://www.fwc.gov.au/documents/documents/agreements/fwa/ae419117.pdf.
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Name of Dixon Hospitality Enterprise Agreement
Agreement
Leave Annual leave, personal leave, long service leave, and any additional leave
entitlement entitlements outlined in the agreement.
Hours required The standard weekly or fortnightly hours expected of full-time staff as
to work outlined in the agreement.
Mandated breaks Details regarding rest breaks between shifts, including their duration and
between shifts frequency, as specified in the agreement.
Maximum The maximum duration for a single shift that a full-time staff member can work,
allowed shift as outlined in the agreement.
hours
Overtime Overtime rates and conditions for full-time staff as negotiated in the
payable enterprise agreement. This may vary from standard award rates.
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12. Using the National Employment Standards (NES), provide the maximum weekly hours for the
following:
Maximum weekly hours
Full-time There is no set maximum weekly hours for full-time employees under the
NES. However, they are entitled to work their agreed-upon hours as per
their employment contract.
Part-time Part-time employees are entitled to work a maximum of 38 ordinary hours

per week on average over the course of their employment. This average is
calculated based on their regular hours as specified in their part-time
employment contract.
Casual Casual employees do not have a maximum weekly hours limit under the
NES. They work irregular hours as required by the employer and do not
have guaranteed minimum hours of work.
13. Complete the table and provide two examples of organisational initiatives that could have an impact
on the preparation of staff rosters.
Sociocultural- Accommodating diverse cultural needs and preferences of employees in roster

friendly scheduling.
Family-friendly Implementing policies such as flexible working hours, remote work

options, or childcare support to assist employees with family
commitments.
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Exampes
Friendly to sociocultural differences:Allowing for flexible scheduling in order

to observe cultural or religious holidays, alternating shifts to guarantee equity
and justice for workers with various ethnic origins.
Family-oriented:letting workers ask for particular shifts to coincide with
pick-up and drop-off periods at the school.
putting in place job-sharing or part-time programmes to give parents more
work-life balance.
14. Using the table below, identify three issues that you may come across for each leave provision listed
when preparing a staff roster.
Carers - Finding a replacement employee to fill the absence is difficult.
- Juggling the demands of numerous workers who want to take

simultaneous leaves of absence as carers.
- Ensuring that the documentation criteria are met in order to
approve the leave of carers.
Compassionate - Assessing the legitimacy of the compassionate reason provided by the

reasons employee.
- Managing the impact of sudden or unexpected compassionate leave
requests on rostered shifts.
- Maintaining confidentiality and sensitivity when dealing with
personal and sensitive situations.
Illness or injury - Dealing with unplanned absences due to sudden illness or

injury.
- Ensuring adequate coverage while accommodating employees on
sick leave.
- Managing the return-to-work process effectively for employees
recovering from illness or injury.
Jury service - Adapting the roster to accommodate the employee's jury duty
schedule.
- Ensuring minimal disruption to operations while the employee
serves on jury duty.
- Addressing any potential conflicts between jury duty hours and
scheduled work shifts.
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Long service - Planning for extended periods of absence due to long service leave.
- Managing workforce capacity and workload distribution during an
employee's long service leave.
- Ensuring compliance with legal requirements regarding the
timing and duration of long service leave.
Maternity or - Planning for the absence of key staff members during maternity or
paternity paternity leave periods.
- Ensuring smooth transition and handover of duties before the
employee goes on leave.
- Supporting employees during their leave and facilitating their
return to work afterward.
Rehabilitation of - Coordinating with rehabilitation providers to accommodate

injured workers modified duties or work arrangements.
- Ensuring a safe and supportive work environment for injured
employees returning to work.
- Providing training or resources to help injured workers
reintegrate into the workforce effectively.
Study - Balancing study leave requests with operational needs and

staffing requirements.
- Assessing the impact of study leave on workload distribution - and
team dynamics.
- Supporting employees in their professional development goals while
maintaining productivity and service levels.
Recreation - Managing staffing levels during peak holiday seasons to

(holiday) accommodate multiple leave requests.
- Ensuring fair and equitable allocation of holiday leave among
employees.
- Addressing potential conflicts or overlaps between requested
holiday leave periods.
15. Why are rosters used and why are they important for controlling staff costs?
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To guarantee that there is a sufficient number of employees for business operations, rosters are used to manage
employee work schedules. By matching labour resources to demand, reducing overtime, and increasing
productivity, they play a critical role in reducing staff costs and eventually assisting firms in successfully
managing their expenditures.
16. Provide four functions of a software program that can support the development of a roster.
- Automate scheduling: It schedules shifts based on employee availability and business needs.
- Manage employee data: It stores employee information, such as availability, skills, and
preferences.
- Monitor compliance: It ensures adherence to labor laws, union agreements, and internal policies.
- Generate reports: It provides insights into labor costs, productivity, and staffing trends for
informed decision-making.
17. What are two different formats used for staff rosters?
- Excel Spreadsheets: These are flexible and commonly used for manual rostering, allowing
customization based on organizational needs.
- Online Roster Software: Web-based platforms automate scheduling processes, offer real-time
updates, and facilitate collaboration among team members for efficient roster management.
18. Identify four items that you would need to include on a roster.
- Employee names: Clearly list the names of all staff members scheduled for shifts.
- Shift dates and times: Specify the dates and times each employee is assigned to work.
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- Job roles or positions: Indicate the specific duties or positions assigned to each employee.
- Break times: Include scheduled break periods to ensure compliance with labor regulations and
promote employee well-being.
19. List two examples of the two different ways of communicating a new roster, or an update to a roster.
Digital/electronic Email: Sending an email with the updated roster attached as a file or
providing a link to access the roster online.
Employee scheduling app: Using a dedicated mobile or web application where
employees can view their updated shifts in real-time.
Paper based Printed schedules: Distributing printed copies of the updated roster to
employees during their shifts or posting them on notice boards.
Memo or bulletin: Sending a memorandum or posting a bulletin in common areas
with details of the updated roster for employees to review.
20. Provide two advantages of rostering team members that have diverse social and cultural
backgrounds, as well as skills.
- Enhances creativity and problem-solving by bringing different perspectives and ideas to the table,
fostering innovation and adaptability.
- Improves customer service by catering to a broader range of cultural preferences and needs,
enhancing customer satisfaction and loyalty.
21. Identify four human resource policies and procedures that could be used to find out about leave
provisions and managing socio-cultural workforce issues.
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- Leave Outlines entitlements and procedures for various types of leave.
- Diversity and Inclusion Promotes respect for cultural differences and outlines
procedures for managing diversity-related challenges.
- Offer cultural sensitivity training to enhance understanding and

Training
communication.
-
Communication Protocols: Establish channels for employees to raise socio-cultural concerns
and seek support.
22. Referring to the hospitality industry specifically, provide three examples of operational
requirements that can have an impact on roster development.
- Seasonal demand fluctuations, affecting staffing needs during peak and off-peak periods.
- Event bookings or functions, requiring additional staff for catering or event services.
- Compliance with food safety regulations, necessitating trained staff during specific shifts for food
handling and hygiene.
23. Explain how a wage budget can impact rostering.
- Because it limits labour expenditures, a wage budget affects rostering decisions by limiting the
amount of staff hours that can be allotted. Rosters need to be in line with the budget in order to
guarantee effective resource management and avoid overpaying.
24. List three reasons that rosters may require adjustments or modifying.
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Rosters may require adjustments or modifications due to:
Employee availability changes, such as sick leave or unexpected absences. Changes

in business demand, like unexpected busy periods or cancellations.
Staffing requirements adjustments based on operational needs or regulatory compliance.
25. List two important factors that you need to consider when modifying a roster. Two
important factors to consider when modifying a roster are:
Ensuring adequate staffing levels to meet operational requirements without overstaffing or

understaffing.
Communicating changes effectively to affected employees to minimize disruption and ensure their
understanding and cooperation.
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Assessment Task 1: Checklist
Student’s name:
Did the student provide a Completed

sufficient and clear answer successfully?
that addresses the suggested
answer for the following?
Yes No
Comments
Question 1
Question 2
Question 3
Question 4
Question 5
Question 6
Question 7
Question 8
Question 9
Question 10
Question 11
Question 12
Question 13
Question 14
Question 15
Question 16
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Question 18
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Question 19
Question 20
Question 21
Question 22
Question 23
Question 24
Question 25
Question 26
Assessor Feedback:
Assessor name:
Assessor signature and

Date:
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Assessment Task 2: Project
Information for students
Tasks required for this unit

This unit of competency requires that you:
 prepare staff rosters that meet diverse operational requirements across three different
roster periods
 ensure the following when preparing the above staff rosters:
o sufficient staff to ensure the delivery o compliance with industrial provisions of

required services within wage and organisational policies and
budget constraints procedures
o appropriate skills mix of the team o completion of rosters within
commercial and staff time
o modifications are incorporated where constraints.
required
Instructions for how you will complete these requirements are included below.
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Activities
Complete the following activities.
1. Carefully read the following information.
Successful completion of this unit requires that you complete the range of tasks listed
above. It is important that youz provide evidence that you have successfully completed
each task.
Below is a guide to the skills and knowledge you must demonstrate when you are
completing each activity step. We have provided a number of documents to assist you and
you will find these in the student resources.
You will need access to:
 your learning resources and other information for reference
 rostering software
 your Operational Policy
 your Business Case Study Template
 your Staff Profile Template
 your Timesheet Template
 your Staff Record Template
 your Evaluation Report Template
 space for a meeting.
What do I need to demonstrate?

During this task, you will be required to demonstrate a range of the skills and
knowledge that you have developed during your course. These include:
 developing a roster following relevant industrial agreements, other

considerations and wage budgets
 maximising operational and customer service efficiency while minimising wage costs
 combining duties where appropriate to ensure effective use of staff
 rostering teams with complementary skills mix to meet operational

requirements
 taking account of social and cultural considerations and broader organisational

policies that affect staff rosters
 consulting with colleagues to obtain their input into rosters

 using roster systems and equipment to administer rosters
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 presenting rosters in required formats to ensure clarity of information according to
organisational standards
 communicating rosters to appropriate colleagues within designated timeframes
 administering records of shift time completed by employees or contractors
 maintaining staff rostering records according to organisational procedures
 monitoring effectiveness of rosters in consultation with colleagues
 identifying ways in which rosters and roster development processes may be

improved and take appropriate action.
How will I provide evidence?

Your assessor will provide you with templates to complete each task. You will find some
detailed information about providing evidence; this will include:
 a completed Business Case Study
 a completed Staff Roster
 an amended Staff Roster
 two completed Staff Timesheets
 a completed Staff Record
 an Evaluation Report.
You will need to complete each activity and submit the completed templates at the end of
each step completed.
2. Select a business and roster teams.
You are required to prepare a three-week roster for kitchen staff using a business such as a
restaurant or hotel of your choice. A Business Case Study Template has been provided to guide
you on the information required in order to complete the assessment as well as an Operational
Policy to help identify operational requirements.
Once you have completed the Business Case Study, you will then need to meet with staff to
discuss their availability over the next three weeks.
The assessor will divide you into groups of five (5). Each person in the group must select one of
the staff positions that you identified in the Business Case Study and complete the Staff Profile
Template provided. They will do this providing their own details and skills and experience.
When completing the Staff Profile Template (as you will be completing one for other students
as part of their project) – make sure you are true to your own commitments and
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availability over the roster period. Also consider your own personal, social and cultural needs and
ensure to communicate any requirements to the person preparing the roster.
Please note that this is an individual task so each person must develop their own business case.
When conducting discussions, take into consideration:
 any staff requests for the roster including any upcoming personal commitments
 social and cultural considerations such as working flexibly, family commitments, cultural events
or ceremonies.
During the meeting with your group, ensure that you use effective communication skills including:
 listening to staff requests
 using active listening to confirm understanding
 asking questions to confirm any requirements.

You are to base all wages on the pay guide for the Hospitality Industry (General) Award (you can
download this from: https://www.fairwork.gov.au/pay/minimum-wages/pay-guides).
Conduct the meeting/role play.

You are one of the staff members and the others in your group will also be staff members. Provide
your own skills and experiences and record the other group member’s details and skills and
experience.
Use the Business Case Study Template that has been provided to you to record the details
provided by the other staff members as well as the Operational Policy to help identify operational
requirements and the staff members’ completed profiles.
Record the details and submit the completed Business Case Study and each Staff Profile to your
assessor.
Business Case Study Template
Complete this template for the business that you have chosen for Assessment Task 2.2.
Remember to also use the Operational Policy.
Business background
Include the name of the business, background information such as the main purpose of the business,
type of cuisine and service, where it is located and any other relevant information.
Friend coffee and bakery
Friends coffee and bakery has a plan for the coffee industry that revolves on providing
excellent customer service and implementing best practices across the board. Due to the
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rising demand for coffee, this measure is required. This company dominated the worldwide coffee
market for a long time because to its wide selection of coffees.
Operational hours and shifts

What are the opening and closing times, days of the week and any restrictions? What are the
current shifts used for the roster?
As a result of instituting a 105-hour shift and a $23 day wage, production increased.
Staffing
Complete the following tables to provide an overview of staffing skills and availability.
Name of staff Position Normal shift Hourly rate /

Award
Ram Head chef grade-1 Morning $41.03
Nikesh sous chef grade-1 Morning $37.18
Raz Kitchen hand grade- 1 Noon $27
Prakash Casual sous chef Noon $37.18

grade-2
Nirdesh casual kitchen Hand Evening $29.49

grade-2
Availability and commitments
Name of staff Availability Week 1 Availability Week 2 Availability Week 2
1. ram Thurs, Fri, Sat, Sun Thurs, Fri, Sat, Sun Thurs, Fri, Sat, Sun
2. nikesh Thurs, Fri, Sat, Sun Thurs, Fri, Sat, Sun Fri, Sat, Sun
3. raz Thurs, Fri, Sat, Sun Thurs, Sat, Sun Thurs, Fri, Sat, Sun
4. prakash Thurs, Fri, Sun Thurs, Fri, Sun Thurs, Sat, Sun
5. nirdesh Fri, Sat, Sun Thurs, Sat, Sun Fri, Thurs, Sun
Skill set
Name of staff Skills Duties
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1. ram Impressive familiarity with head chef
every aspect.
2. nikesh Competence in sous chef

management.
3. raz Help in making meals. kitchen hand
4. prakash Familiarity with a variety of casual sous chef

cleaning and helping
techniques
5. nirdesh Impressive familiarity with casual kitchen hand

every aspect.
Social and or cultural considerations
Expected
Prioritisingcustomer traffic
the distribution of resources requires thinking about both current and future goals or
requirements. It is essential to cut costs, enhance fiscal management, decrease salaries, and
increase transparency. Time
Day Expected traffic Staff required
Breakfast 15
Thursday Launch 25 3
Dinner 30
Breakfast 15
Friday Launch 25 4
Dinner 40
Breakfast 25
Saturday Launch 15 5
Dinner 50
Breakfast 25
Sunday Launch 30 4
Dinner 30
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Staff Profile Template
Complete this template to profile a staff member. Bring the completed template to the
meeting for Assessment Task 2.2.
As a staff member, make sure you are true to your own commitments and availability over the roster
period. Also consider your own personal, social and cultural needs and ensure to communicate any
requirements to the person preparing the roster.
Name of staff raz
Position Kitchen Hand grade-1
Pay scale $27 per hour
Skills Once you have gathered every component, you can load, move, and store will be
specific culinary tastes among the cooks. Here in the kitchen, pleas me.
Availability over Week 1 Week 2 Week 3

the next three
weeks Friday Thursday Friday
Saturday Saturday Saturday
Sunday Sunday Sunday
Personal Extremely trustworthy employee who meticulously followed the chef's inst and
commitments never missed a beat. a kind disposition towards clients and cowork knowledge of
proper plating techniques.
Social and/or It would be beneficial for both employees and consumers if they could objective.
cultural needs Maintain uniformity and fairness in all interactions with st consumers. A
commitment to justice and equality must permeate every a an organization's
culture.
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Any other Responsibility delegation is the act of giving work to people according to their track
information records of success in handling certain problems.
3. Research and select roster software.
Using the internet research an appropriate scheduling software that you could use to create the roster.
You may need to register to download the software, however, only select one that has a free trial
around 30 days. The assessor must approve the selected software.
https://www.deputy.com/au/features?utm_source=google&utm_medium=cpc&utm_campaig
n=b_apac_au_all_brand_audiences&utm_content=txt&stream=all_oth&dh=pd_se_adw&utm
_term=deputy&utm_keywordgroup=brand&gad_source=1&gclid=CjwKCAiA3JCvBhA8EiwA
4kujZozvuDM8cESP8_jlM9xaDAb9EhKDolVMlL89GZugFU0zzlkqOUI6fRoCOBYQAvD_Bw E
4. Create a roster.
Week 1
Name Position Thursday Friday Saturday 3rd Sunday Monday Tuesday Wednesday hours break rate total
march
st th th th th
1 march nd
2 march 4 march 5 march 6 march 7 march
Start End Start End Start End Start End Start End Start End Start end
Ram Head rdo rdo 6:00 7:00pm 9:00 9:00pm 6:00am 3:00pm rdo rdo rdo rdo rdo rdo 34 1hr 41.3 1353
chef am am hours
Nikesh Sous 8;00am 9:00am 3:00pm 9:00pm 6:00 9:00 11:00 9:00 Rdo rdo rdo Rdpo rdo rdo 36 1 hr 37.18 1301
chef am pm am pm hours
Raj Kitchen 6:00 9:00 6;00 3:00 11:00 9:00 rdo rdo rdo rdo trdo rdo rdo rdo 33hrs 1hr 27 846
hand
Prakash Casual rdo rdo 6:00 9:00 11:00 9:00 9:00 9:00 Rdo rdo rdo rdo rdo rdo 33 hs 1hr 37 1189
sous
chef
nirdesh Casual 6:00 9:00 rdo rdo rdo rdo rdo rdo rdo rdo rdo rdo rdo rdo 15hr 1hr 29 412
kitchen
hand
Week 2
Name Position Thursday Friday Saturday Sunday Monday Tuesday Wednesday hours break rate total
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8th march 9th march 10th march 11th march 12th march 13th march 14th march
chef am am hours
hand
sous
chef
kitchen
hand
Week 3
Name Position Thursday Friday Saturday Sunday Monday Tuesday Wednesday hours break rate total
15 march 16 march 17 march 18 march 19 march 20 march 21 march
chef am am hours
hand
sous
chef
kitchen
hand
6. Communicating the roster.
The supervisor has approved the roster.

Draft an email to the members of staff rostered and cc to your supervisor. In the email you must
clearly point out the changes made.
The roster must be communicated to staff within the timeframe allocated.
Submit the email to the assessor, including the roster saved in an appropriate format.
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To
The Staff members
CC: Supervisor
Subject: Communicating of changed roster.
Dear sir/mam,
We are expected to put in long hours and make sure the organization's needs are fulfilled.
We can now manage the changes, oversee efficient work, and establish standards since the
roster is in place. We want to include work practices and performance criteria into our time-
based competence management system. The provided roster takes your availability into
account, and you have confirmed that
the required adjustments have been made. The accompanying list of staff
members is for your perusal.
Thank you.
Na Posi Thursday Friday Saturday Sunday Monday Tuesday Wednes h br rat to

me tion 3rd march day o ea e tal
1st march 2nd march 4th march 5th
6th
ur k
march march 7th s
march
Sta End Sta End St End Sta End St E St En St e

rt rt art rt ar n ar d ar n
t d t t d
Ra Hea rdo rdo 6:0 7:0 9: 9:0 6:0 3:0 rd rd rd rd rd r 34 1h 41 13

m d 0 0p 00 0p 0a 0p o o o o o d h r .3 53
chef am m a m m m o o
m ur
s
Nike Sou 8;0 9:0 3:0 9:0 6: 9:0 11: 9:0 R rd rd Rd rd r 36 1 37 13

sh s 0a 0a 0p 0p 00 0 00 0 do o o po o d h hr .1 01
chef m m m m a pm am pm o o 8
m ur
s
Raj Kitc 6:0 9:0 6;0 3:0 11 9:0 rdo rdo rd rd tr rd rd r 33 1h 27 84

hen 0 0 0 0 :0 0 o o do o o d hr r 6
han 0 o s
d
Pra Cas rdo rdo 6:0 9:0 11 9:0 9:0 9:0 R rd rd rd rd r 33 1h 37 11

kas ual 0 0 :0 0 0 0 do o o o o d hs r 89
h sou 0 o
s
chef
nird Cas 6:0 9:0 rdo rdo rd rdo rdo rdo rd rd rd rd rd r 15 1h 29 41

esh ual 0 0 o o o o o o d hr r 2
kitc o
hen
han
d
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7. Maintaining records.
As part of your role, you are to record timesheets completed by two staff members.
They must complete the Timesheets for the first week based on their actual shifts and submit
this back to you.
You will be required to do the same for each of the other members in your group.
Once you have received both Timesheets, check the information received against the roster.
Record and maintain the staff records by completing the Staff Record Template. Ensure that you
accurately record all the information to ensure that the member of staff is paid the right amount of
money for the hours worked.
Submit the completed Staff Record and a copy of the Timesheets to your assessor.
Staff Record Template
Complete this template for Assessment Task 2.7 Maintaining Records Complete this
template to record hours for members of staff provided on the timesheets.
Name of staff prakash
Position Sous chef
Date Shift Hours worked Pay rate Total
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Morning to 9 hours $37.18 $334.62
evening
28th Nov

Evening
29th Nov

Evening
30th Nov
Overtime --- --- --- ---
Leave
entitlement
Full day None None None
Other Prakash is not compensated for working extra hours.
Total amount
$ 966.68
owed
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Timesheet Template
Complete this template for Assessment Task 2.7 Maintaining Records. Complete the
timesheet based on actual shifts worked to match Task 2.2 information provided.
Employee Name: raz
Week Ending: 23rd August
Accurately recording and allocating each person's skills is essential. The management team is
responsible for acquiring and disseminating any future information, including strategies for problem-
solving, after the rates have been established.
Date Department Start Break Finish Total

hours
Monday 1 --- --- -- --- ---

march
Tuesday 2 ---- ---- --- ---- ---

march
Wednesday 3 --- -- -- --- ---

march
Thursday 4 Kitchen hand 8:00 Am 1/2 hrs. 4:00 Pm 8 hours

march
Friday 5 Kitchen hand 9:00Am 1/2 hrs. 4:00 Am 7 hours

march
Saturday 6 Kitchen hand 7:00 Am 1/2 hrs. 3:00 Am 8 hours

march
Sunday 7 Kitchen hand 7:30 Am 1/2 hrs. 6:00 Am 10.5

march hours
Total hours worked 30 Hours
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8. Meet with your initial group and discuss the effectiveness of the roster
development process. Discuss what worked and what didn’t work.
Take notes during the discussion and use these to write an evaluation of the roster
development process, including any recommendations or actions required to improve the
roster process used.
An Evaluation Report Template has been provided to assist you.
Record your findings on the Evaluation Report Template to guide your response.
Submit the Evaluation Report to your assessor.
Evaluation Report Template
You are to write an evaluation report, addressing all of the points below.
Roster Software
How well did the software work for your requirements? What features or functions worked
well and what could have been useful that was not available? How easy was it to use? Was it
clear to staff? What were the main benefits of using the software, what were the limitations?
Provide an overview of the software using screenshots to identify useful tools and
functions that helped you develop the roster.
A project's ability to reallocate resources effectively to align with the modified plan is
critical to its success. You have the option to prearrange your weekly hours worked, total
pay, and hourly rate.
Most of the participants in the course were quite positive about the experience. They gush
about how user-friendly it is, how beneficial it is for handling and controlling issues, and
more.
Na Po Thursda Friday Saturda Sunday Monda Tuesday Wednesd hou brea rate t
me siti y y 3rd y ay rs k o
th th
on 2nd 4 march 6 march t
march
1st march march 5th 7th march al
march
St En St En S En St En S E S E Star en
art d art d ta d art d t n t n t d
rt a d a d
rt rt
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Ra He rd rd 6: 7: 9: 9: 6: 3: r r r r rdo rd 34 1hr 41.3 135
m ad o o 00 00 0 00 00 00 d d d d o hou 3
ch a p 0 p a p o o o o rs
ef m m a m m m
m
Ni So 8; 9: 3: 9: 6: 9: 11 9: R r r R rdo rd 36 1 hr 37.1 130

ke us 00 00 00 00 0 00 :0 00 d d d d o hou 8 1
sh ch a a p p 0 p 0 p o o o p rs
ef m m m m a m a m o
m m
Ra Kit 6: 9: 6; 3: 1 9: rd rd r r tr r rdo rd 33hr 1hr 27 846

j ch 00 00 00 00 1: 00 o o d d d d o s
en 0 o o o o
ha 0
nd
Pr Ca rd rd 6: 9: 1 9: 9: 9: R r r r rdo rd 33 1hr 37 118

ak su o o 00 00 1: 00 00 00 d d d d o hs 9
as al 0 o o o o
h so 0
us
ch
ef
nir Ca 6: 9: rd rd r rd rd rd r r r r rdo rd 15hr 1hr 29 412

de su 00 00 o o d o o o d d d d o
sh al o o o o o
kit
ch
en
ha
nd
Roster development process

Provide an evaluation of how successful the roster development process was undertaken.
Include any feedback provided during discussions with staff (your role play group). What could
you do to improve the process? What action do you need to take?
 With the goal of getting things done, management has issued an order for "Role
Rostering."
 What is the frequency of schedule modifications and how flexible are they?
 The scheduling software works best when used by all staff.
 Utilise digital planning wherever feasible if you want your business to operate at peak
efficiency.
 Eliminating the need for workers to phone in to confirm their attendance is a crucial part of
the company's future scheduling plan.
 It would be more convenient for them if the list could be accessed online.
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Staffing requirements
How well did you consider the staffing requirements? Were you able to roster on the right
amount of staff for each shift? Was there a good mix of skill and combination of staff? Did you
take into consideration social and cultural factors that affect staff rostering? Was it easy to make
the changes required when modifications had to be made and incorporate the necessary skills
whilst also meeting operational requirements?
According to the staff analysis, the chaos of work schedules and plans made more pay obvious.
We have had an excellent job of having our progress in respect to our aims and objectives
monitored by the management and leadership team. Both the old and modern methods are
equally effective.
Pay rates and plans can help identify the best means of achieving objectives, which could
address capacity and division issues.
Operational requirements
Were you able to meet the operational requirements such as staffing skills, costs, the amount
of staff needed for each shift? Did you meet the required budget? What improvements could
you make?
Things appeared to improve after someone from higher up took over and started handing out
tasks. All of the planned salary increases have been put into effect.
Conclusions
What are your overall conclusions? Do you have any recommendations? Are there any actions
that you need to take in order to improve the roster development process?
Accurately recording and allocating each person's skills is essential. The management team is
responsible for acquiring and disseminating any future information, including strategies for
problem-solving, after the rates have been established.
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Assessment Task 2: Checklist
Student’s name:
Completed
successfully?
Has the following been completed? Yes No Comments
The student has satisfactorily prepared a

three-week roster for kitchen staff.
The student has satisfactorily included the

operational requirements of the business
when developing the roster.

roster with a sufficient amount of staff for
effective service delivery.

roster that considered industrial agreements
and provisions.
The student has satisfactorily effectively

utilised staff skills, duties, wages and
requirements when preparing rosters.
The student has satisfactorily consulted

with colleagues when preparing rosters.
The student has satisfactorily considered

social and cultural needs of staff when
preparing rosters.
The student has satisfactorily

communicated with colleagues to
confirm requirements by asking
questions.
During the meeting with their group, the

student has satisfactorily used effective
communication skills including:
 listening to staff requests
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 asking questions to confirm any
requirements.
The student has satisfactorily listened to and

understood messages relating to staff
requesting changes for their staff roster.
The student has satisfactorily amended staff

rosters due to illness, staff requests and
personal commitments.
The student has satisfactorily prepared

rosters according to time constraints.
The student has satisfactorily prepared

rosters using relevant software.
The student has satisfactorily presented

rosters to staff in an appropriate format and
allocated timeframe.
The student has satisfactorily

administered and maintained staff
records.
The student has satisfactorily monitored the

effectiveness of rosters through consultation
with staff.
The student has satisfactorily identified

improvements to the roster development
process.
Assessor Feedback:
Assessor name:
Assessor signature and

Date:
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Assessment cover sheet

Student Must Fill this Section

Student Name: Sujal kutal

Assessor Name:Amit das

Assessment Outcome: Competent Not yet Competent

Assessor Signature and date:

Information for Student:

Re-assessment of Result& Academic Appeal procedures:

Task Due Student Trainer Comments

Task 1-2 Week

Assessment for this unit

Information for students

 adhere with your RTO’s submission guidelines

 answer all questions completely and correctly

 submit work which is original and, where necessary, properly referenced

 submit a completed cover sheet with your work

 avoid sharing your answers with other students.

1. Government websites: Official labor departments or regulatory

2. Industry Events hosted by hospitality

3. How is an enterprise agreement different from a modern award?

Leave Factor 1: Availability of staff - Rosters need to accommodate staff

Maximum Factor 1: Staffing levels - Limits on shift hours may necessitate

7. Outline two considerations when rostering permanent or casual staff.

Period of overtime Overtime payable (as a percentage)

Midnight Friday to midnight Sunday Overtime payable at 200% of the employee's

A rostered day off Overtime payable at 200% of the employee's

Maximum weekly hours

Part-time Part-time employees are entitled to work a maximum of 38 ordinary hours

Sociocultural- Accommodating diverse cultural needs and preferences of employees in roster

Family-friendly Implementing policies such as flexible working hours, remote work

Friendly to sociocultural differences:Allowing for flexible scheduling in order

Carers - Finding a replacement employee to fill the absence is difficult.

- Juggling the demands of numerous workers who want to take

Compassionate - Assessing the legitimacy of the compassionate reason provided by the

Illness or injury - Dealing with unplanned absences due to sudden illness or

Rehabilitation of - Coordinating with rehabilitation providers to accommodate

Study - Balancing study leave requests with operational needs and

Recreation - Managing staffing levels during peak holiday seasons to

- Offer cultural sensitivity training to enhance understanding and

23. Explain how a wage budget can impact rostering.

Employee availability changes, such as sick leave or unexpected absences. Changes

Ensuring adequate staffing levels to meet operational requirements without overstaffing or

Did the student provide a Completed

Assessor signature and

Information for students

Tasks required for this unit

 ensure the following when preparing the above staff rosters:

o sufficient staff to ensure the delivery o compliance with industrial provisions of

1. Carefully read the following information.

 your learning resources and other information for reference

 your Operational Policy

 your Business Case Study Template

 your Staff Profile Template

 your Timesheet Template

 your Staff Record Template

 your Evaluation Report Template

 space for a meeting.

What do I need to demonstrate?

 developing a roster following relevant industrial agreements, other