Assessment Tasks and Instructions

Student Name
Student Number
Course and Code
Unit(s) of Competency and Code(s) SITXHRM008 Roster staff
Stream/Cluster
Trainer/Assessor

Assessment for this Unit of Competency/Cluster Details

Assessment 1 Short Answer Questions
Assessment 2 Assignment
Assessment 3 Project
Assessment conducted in this instance: Assessment 1 2 3

Reasonable Adjustment
1. Has reasonable adjustment been applied to this assessment?
No No further information required

Yes Complete 2.
2. Provide details for the requirements and provisions for adjustment of assessment:

Student to complete
My assessor has discussed the adjustments with me
I agree to the adjustments applied to this assessment
Signature Date

2nd Assessor to complete

I agree the adjustments applied to this assessment are reasonable
Name

Signature Date

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Assessment Guidelines
What will be assessed
The purpose of this assessment is to assess you underpinning knowledge to complete the tasks outlined in the
elements and performance criteria for this unit of competency and relating to the following aspects:

 sources of information on awards and other industrial provisions

 industrial agreements and other considerations which impact the preparation of staffing rosters:
o single or multiple awards and enterprise agreements
o award provisions for:
 leave
 mandated breaks between shifts
 maximum allowed shift hours
 standard, overtime and penalty pay rates
o overall number of hours allocated to different staff members
o use of:
 contractors and consideration of fees
 permanent or casual staff
 key elements of applicable awards and enterprise agreements:
o leave provisions
o mandated breaks between shifts
o maximum allowed shift hours
o standard, overtime and penalty pay rates
 organisational policies which impact the preparation of staffing rosters:
o sociocultural-friendly organisational initiatives
o family-friendly workplace initiatives
o leave for:
 carers
 compassionate reasons
 illness or injury
 jury service
 long service
 maternity or paternity
 rehabilitation of injured workers
 study
o recreation
 industry sector:
o role of rosters and their importance in controlling staff costs
o system capabilities and functions of rostering software programs
o different formats for and inclusions of staff rosters
o different methods used to communicate rosters, both electronic and paper-based
 specific organisation:
o social, cultural and skills mix of the team to be rostered
o full details of human resource policies and procedures that cover leave provisions and socio-cultural issues
o operational requirements of the business activity, department or event subject to rostering
o wage budget for the business activity, department or event subject to rostering.
Place/Location where assessment will be conducted/Timeframes

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Resource Requirements
Pen, paper, computer, Internet access, template ATO (Tax withheld), timesheet and payslip template

Internet Links:
Award:
http://www.fwc.gov.au/documents/modern_awards/award/ma000009/default.htm

National Employment Standards:

https://www.fairwork.gov.au/employee-entitlements/national-employment-standards

Instructions for assessment including WHS requirements

You are required to address all questions to achieve competence. Your trainer will provide you with
instructions for time frames and dates to complete this assessment.
Once completed, carefully read the responses you have provided and check for completeness. Your trainer will
provide you with feedback and the result you have achieved.

Statement of Authenticity
I acknowledge that I understand the requirements to complete the assessment tasks
The assessment process including the provisions for re-submitting and academic appeals were explained
to me and I understand these processes
I understand the consequences of plagiarism and confirm that this is my own work and I have
acknowledged or referenced all sources of information I have used for the purpose of this assessment
Student Signature: Date: / /201

This assessment: First Attempt 2nd Attempt Extension – Date: / /

RESULT OF ASSESSMENT Satisfactory Not Yet Satisfactory

Feedback to Student:

Assessor(s) Signature(s): Date: / /

Student Signature Date: / /

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Assessment 1

Your task: Answer the following questions. Each question must be completed.

1. Go to https://www.fairwork.gov.au/employee-entitlements/national-employment-standards and identify

the award provisions for:

a. Leave including shift workers

b. mandated breaks between shifts
c. maximum allowed shift hours
d. standard, overtime and penalty pay rates

Responses

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1. leave including shift workers
A shift worker is an employee who works in shifts and receives additional pay for doing so. Employees,
both full-time and part-time, are entitled to four weeks of yearly leave depending on their regular
working hours. A shift worker must be: in order to get 5 weeks of yearly leave. A seven-day shift worker.
Employed at a company where shifts are continually rostered 24 hours a day, 7 days a week, and is
routinely scheduled to perform these shifts. Regularly scheduled to work on Sundays and public
holidays.

2. mandated breaks between shifts

Employees (except casuals) must take at least 10 hours off between finishing work one day and starting
work the next.When there is a roster change, an employer can reduce the break to eight hours.

3. maximum allowed shift hours

Maximum full-time hoursThe maximum amount of ordinary hours a full-time employee can work is 11.5
hours per day, 10 hours per day if the employee is under the age of 18, and 38 hours on average over
four weeks. Maximum number of part-time hoursPart-time employees can work up to the following
amount of regular hours per week.

4. standard, overtime and penalty pay rates

For full-time and part-time employees, Monday through Friday is 100%, Saturday is 125 percent, and Sunday
is 175%.
For the unpredictable Monday-Friday: 125 percent, Saturday: 150 percent, and Sunday: 175
percent.Overtime must not be requested from an apprentice under the age of 18 without their approval. o
11.5 hours per day o 10 hours per day if the employee is under the age of 18 o Less than 38 hours per week.

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2. You employ 3 chefs. John is casual, Jack is part-time and Chenelle is employed full time. They all arrive for
the morning shift. After 1 hour a storm hits the restaurant and the power goes off. The manager informs
staff that they shall clean up and leave as power will be off at least for 2 days. After 1.5 hours all staff leave.
What is their pay entitlement for that day?

Minimum Hours
John (casual): One hour's pay
Jack (part-time): four hours of pay
Chenelle (full-time): eight hours of salary

3. What are the leave provisions for the following instances?

 carers
 compassionate reasons
 illness or injury
 jury service
 long service
 maternity or paternity
 rehabilitation of injured workers
 study

Leave provisions

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 sick and carers
Employees in Australia are entitled to paid sick and carers leave, which allows them to take time off work if
they get unwell or need to care for an immediate family or household member who is ill or wounded. This
leave is offered in accordance with the National Employment Standards.

 compassionate reasons
Employees may take compassionate leave to deal with the loss or serious illness of a family member or
household member. This leave is offered by the NES.

 Injury and Rehabilitation for Injured Workers

Employees who are injured at work may be eligible to workers' compensation to cover injury-related
absence and rehabilitation costs. Employers are often compelled to help wounded employees return to
work through rehabilitation programs.

 Jury Service:
Employees can take time off work to attend jury duty. Employers are forbidden from punishing or
terminating employees for participating in jury duty.

 Long Service Leave:

Long service leave allows employees to take an extended term of paid leave based on their duration of
service with their company. The right to lengthy service leave differs based on the state or territorial
legislation.maternity or paternity

 Maternity or paternity leave:

Employees who are expecting a child or have just become parents are eligible for maternity or paternity
leave, which may include both paid and unpaid time. This leave enables parents to bond with their
newborn or recently adopted kid.

 Study Leave:
Employees can take time from work to advance their education or training. The terms and circumstances
of study leave may vary according to the employer's rules and agreements.

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4. One requirement of a business is to maintain and administer rostering records. Go to
https://www.fairwork.gov.au/employee-entitlements/national-employment-standards templates and
guides, and download the file >Pay slips and record keeping>Weekly time and wage records template

a. Complete the timesheet using the following information:

Joseph (Level 6 cook (tradesperson) grade 5) – will be working from 15.30 – 22.00 on Mon, from 6.00 – 14.30
on Thurs, Fri and Sat and from 13.30 – 22.00 on Sun.

b. Complete the payslip including superannuation info (any fund) and tax (tax calculator template
attached)
c. Attach the documents to this assessment.

5. What are the requirements for time and wage records? How long must these records be kept?

In Australia, employers are mandated to maintain accurate time and wage records for their employees. These
records must include details such as employee names, hours worked, wages paid, leave taken, and any
applicable allowances or deductions. Employers must keep these records for a minimum of seven years to
comply with legal obligations and potential audits. This ensures transparency, accountability, and adherence to
employment laws, promoting fair treatment of employees and protecting both employers and workers.

6. What is the importance of rosters for efficiency in an organization and how can a roster be used to control
staff costs?

Rosters are important instruments for increasing organizational efficiency for numerous reasons:

Optimized Staffing Levels: Rosters guarantee that the appropriate amount of employees are scheduled to satisfy
operational demands. Organizations may prevent understaffing or overstaffing by matching personnel numbers
with workload projections, which improves productivity and service delivery.
Improved Employee Productivity: Clear and well-structured rosters give employees with information about their
work schedules, such as shift hours, break periods, and duties. This clarity enables staff to properly organize
their workdays, avoiding uncertainty and decreasing downtime.
Employee Satisfaction: Fair and fair rostering techniques promote work-life balance while also meeting
individual preferences or availability. Employees that feel appreciated and respected are more likely to be
motivated and engaged.
Better Customer Service: Properly managed rosters guarantee that there is enough staff available during peak or
hectic hours, allowing firms to continuously provide high-quality customer service. This, in turn, increases client
happiness and loyalty, resulting in business development and success.
Compliance with Legal and Regulatory Requirements: Rosters are critical for assuring compliance with labor
laws, industry regulations, and contractual commitments. Organizations can reduce the risk of noncompliance
and related legal problems by correctly tracking employees' work hours, breaks, and rest times.

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Rosters can be used strategically to control personnel expenditures.

Labor Budgeting: By developing rosters based on realistic workforce projections and financial limits, companies
may effectively deploy labor resources and avoid wasteful expenses.
Monitoring extra and Premium Pay: Rosters assist managers in tracking and controlling extra hours, as well as
premium pay rates for weekends, holidays, and unsocial hours. Organizations can reduce their dependency on
overtime and associated costs by scheduling employees more effectively.
Utilization of Part-Time or Casual workers: Rosters allow firms to successfully harness part-time or casual
workers by matching their hours with peak demand periods to prevent overstaffing with full-time employees.
Analyzing roster data helps firms uncover patterns, inefficiencies, and chances for improvement in workforce
numbers, scheduling methods, and cost management measures.

7. Provide 3 examples for benefits for using a social and cultural skill mix in the hospitality industry:

1.Enhanced Customer Experience: A diverse staff contributes a variety of cultural viewpoints, languages, and
interpersonal abilities to the workplace. This variety enables hospitality organizations to better understand and
meet the demands and tastes of a broad audience. For example, having staff members that understand different
languages may make communication with foreign visitors easier, resulting in higher customer satisfaction and
loyalty.
2.Creativity & Innovation: Diverse cultural backgrounds and experiences contribute to a more creative and
inventive workplace in the hospitality sector. Employees from various socioeconomic and cultural backgrounds
bring their own ideas, views, and problem-solving strategies to the table. This variety of thinking may result in
the development of new menu items, unique service delivery techniques, and creative marketing initiatives that
set the firm apart from rivals.
3.Resilience and flexibility: In a dynamic and ever-changing profession like hospitality, adaptation and resilience
are critical to success. A diverse workforce with social and cultural skills enables firms to better adapt to
changing market trends, client preferences, and operational issues. Employees who have navigated multiple
cultural norms and practices are frequently more flexible, adaptive, and resilient when confronted with
unexpected events, such as dealing with unpleasant visitors or efficiently managing crises.

8. Provide 3 examples for different religious and cultural beliefs of staff commonly working in the TH&E
industry and how these religions potentially need to be accommodated for when preparing rosters:

1.Islamic practices include observing daily prayers (Salah) and fasting throughout Ramadan.
Accommodation: When creating rosters, managers should consider scheduling breaks or shifts to allow Muslim
employees to attend their daily prayers, which occur five times each day. Furthermore, managers may need to
change work schedules during Ramadan to accommodate fasting staff, such as extending flexible working hours
or providing appropriate break times for Iftar (breaking the fast) and Suhoor (pre-dawn meal).

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 2.Jewish practices include observing the Sabbath from Friday till Saturday evening.
Accommodation: Rosters should be altered so that Jewish employees who keep the Sabbath are not
required to work during these periods. This may need scheduling shifts to avoid Friday evenings and
Saturdays, or making alternate arrangements for these employees to make up their hours at other times
during the week.

3.Hindu practices include observing religious holidays like Diwali and Holi.
Managers should be aware about scheduling employees who observe Hindu holidays during these dates.
enabling flexibility in rostering to allow employees to take time off for religious observances or enabling shift
swaps with agreeable colleagues can help them fulfill their religious obligations without jeopardizing
operational efficiency.

In conclusion, recognizing the religious and cultural beliefs of TH&E industry employees while creating rosters is
critical for creating an inclusive and supportive work environment. Managers should be proactive in knowing
and respecting their workers' religious practices, and they should work to make acceptable roster modifications
so that employees may fulfill their religious responsibilities without disrupting corporate operations.

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