Roster Staff PDF

LEARNERS GUIDE
ROSTER STAFF
Published by
HEART TRUST/NATIONAL TRAINING AGENCY
Produced by
Learning Management Services Department

Gordon Town Road
Kingston 7
Jamaica W.I.
This material is protected by copyright. Copying this material or any part of it by any means,
including digital or in any form is prohiibited unless prior written permission is obtained from
the HEART Trust/NTA
*** 2003***
Version 1 LRDU MAY. 03

TABLE OF CONTENTS
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
Element 1: Develop and implement staff rosters ............................................................... 7
Self-Assessment Checklist ........................................................................................... 17
Element 2: Maintain staff records ....................................................................................... 18
Self-Assessment Checklist ........................................................................................... 26
Version 1 LRDU MAY. 03

LG - THHWPO0273A: ROSTER STAFF
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.
This Competency Unit
Roster staff addresses the knowledge and skills required for effectively rostering staff.
The competency unit is of the following elements:
Element 1: Develop and implement staff rosters
Element 2: Maintain staff records
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.
Version 1 LRDU MAY. 03 1

Before you start
Before you start this Learners Guide, you need to:
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.
c. Ensure that your learning resources are available.
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.
e. Plan your learning programme (see below)
f. Understand how to use this Learners Guide (see below)
Planning your learning programme
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
Element 1 Develop and implement staff rosters Yes No
1. I can develop rosters in accordance with award provisions

and enterprise agreements ( ) ( )
2. I can ensure that rosters take account of the need to

maximize operational efficiency and customers service
levels while minimizing wages costs ( ) ( )
3. I can design rosters to meet requirements of wages/budgets

wherever possible ( ) ( )
4. I can combine duties to ensure effective use of staff ( ) ( )
5. I can develop rosters based on consideration of most

effective and appropriate mix of staff and skills available ( ) ( )
6. I can finalize rosters and communicate to appropriate

colleagues within designated timelines ( ) ( )
Element 2 Maintain staff records Yes No
1. I can complete time sheets accurately and within designated

timelines ( ) ( )
2. I can update and maintain staff records accurately in

accordance with enterprise procedures ( ) ( )
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.
How to use this Learners Guide
This Learners Guide is designed to assist you in working and learning at your own pace.
We suggest that you:
Go through the sections/elements as they are presented (starting at Section 1)
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:

Complete Assessment Exercise

This exercise requires you to think about the knowledge
and skills that you have or will develop in this
competency unit.
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.
Using the Computer and Other Resources
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!

ELEMENT 1: DEVELOP AND IMPLEMENT STAFF ROSTER
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:
1. Develop rosters in accordance with award provisions and enterprise agreements.

2. Develop rosters taking into account the need to maximise operational efficiency
and customer service levels while minimising wage costs.
3. Design rosters to meet wages/budgets requirements wherever necessary.
4. Combine duties to ensure effective use of staff.
5. Develop rosters based on consideration of the most appropriate and effective mix
of staff and skills base available.
6. Finalise and communicate rosters to relevant personnel within designated
timelines.
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.
Shift Successive periods of

work (For e.g. 8 or 12 hours).

Block The number of shifts

that are worked between rest
days, or before a change to
another time of day.
Designing staff rosters in accordance with award provisions and enterprise

agreements
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:
Have a group discussion on the importance of designing staff rosters

in accordance with award provisions and enterprise agreements. Is it
important? If yes, why? What can happen if rosters are not designed
in accordance with the award provisions?
TYPES OF ROSTERS
Roster Design Variables
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 number of hours worked
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 shift length or duration
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
The rest days and weekends
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.
The mix of staff and skills
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.

Rotating shifts and starting times of shifts
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.
Roster Pattern and length of cycle
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.
Finalising and communicating rosters
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
Safety and security
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)

Information and training
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
Rest areas should be available to all shifts.
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.
Refer to: http://library.psa.org.nz
SAMPLE ROSTER PATTERNS
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.

Seven - day rosters for a 24 hours operation
1. Roster with 4 teams rotating 8 hour shifts, 7 days per week
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
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
Note the following

There are no more than four consecutive night shifts
The sequence of the rotation is forward moving from day to afternoon to night
The cycle last for four weeks
The average hours per week of work are 42 hours
There is one free weekend per cycle (or one per four weeks)
2. Roster with 4 teams rotating, 12 hour shifts, 7 days per week
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
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
Note the following
There is an average of 42 hours per week

There are168 hours/week of work
There is an eight - week cycle
There is a maximum of two consecutive night shifts
There are 96 hours break after each block of four shifts
There are 24 hours break between day and night shifts
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.

ARE YOU READY TO PROVE YOU COMPETENCY?
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
1. I understand staff rosters in accordance with award

provisions and enterprise agreements ( ) ( )
2. I know how to design rosters to meet requirements of

wages/budgets where ever possible
( ) ( )
3. I understand the importance of combining duties to ensure

the effective use of staff ( ) ( )
4. I know how to design roasters taking into consideration

the appropriate mix of staff members and skill based ( ) ( )
available
5. I know how to finalize rosters within designated timelines

( ) ( )
Checklist 2 Yes No
1. The rosters are designed according to award provisions

and enterprise agreements ( ) ( )
2. The rosters maximize operational efficiency and customer

services ( ) ( )
3. The rosters are designed to meet requirements of wages

/budgets ( ) ( )
4. Roster duties are combined to ensure effective use of staff

( ) ( )
5. Roasters are developed based on appropriate staff mix e.g.

skills ( ) ( )
6. The rosters are finalised and communicated effectively

and appropriately ( ) ( )

ELEMENT 2: MAINTAIN STAFF RECORDS
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:
1. Complete and accurately designate time sheets within timelines.

2. Accurately update and maintain staff records in accordance with enterprise
procedures.
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.
Types of time sheets
Here are some examples of time sheet management:
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
The information can be recorded on a form that shows:
The date and time the activity was completed

The activity
The procedure
The resources that were used to complete the activity

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
Example Activity Codes: Example Costing for Activities
01 Peeling $500 per hour

02 Chopping $500 per hour
03 Dipping $500 per hour
04 Cutting $500 per hour
05 Serving $800 per hour
06 Cooking $1000 per hour
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.
Refer to: http://www.projectlearning.com/project-software/

http://www.bizjournals.com/extraedge/consultants/savvy_business_shopper/2
002/01/07/column270.html
http://www.drugabuse.gov/IMPCOST/IMPCOST6.html
Spears, Marion C., (2000). Foodservice Organisations: A Managerial and
Systems Approach. New Jersey, Prentice-Hall, Inc.

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)
UPDATE AND MAINTAIN STAFF RECORDS
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.
DIFFERENT TYPES OF STAFF RECORDS
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:
Speak with the Human Resource Manager in a hotel or any

organization about the types of staff records.
Make a list and discuss with your peers and/or learning facilitator
Refer to:http://www.pro.gov.uk/recordsmanagement/standards/personnel.htm
REASONS FOR UPDATING AND MAINTAINING STAFF RECORDS
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.
RECORD MANAGEMENT METHODS
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:
The temperature Paper should be stored at 18 C to 21 C. Temperatures that are too

high can cause yellowing and brittleness.
The humidity should be at 50%. Humidity below 30% will cause dryness and
brittleness, and humidity above 75% can cause moulding, discoloration and
weakening of the paper.
Light Both sunlight and artificial light can cause yellowing of paper and brittleness.
Insects and rodents (mice, rats) These creatures can also damage to paper because
many varieties will eat the paper. It is necessary to implement pest-control measures.
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.

COMPUTER TECHNOLOGY FOR UPDATING AND MAINTAINING STAFF

RECORDS
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.
Electronic records: Information

that you need an electronic machine
to read. Paper records:
Information that a person can read
without the use of a machine
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.

RECORDS RETENTION AND DISPOSAL
Records retention: Keeping

the 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:
reduce the cost of storage

promote better use of office space
reduce the risk of having confidential information exposed to unauthorized
persons
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.

ARE YOU READY TO PROVE YOU COMPETENCY?
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
1. I understand how to accurately complete time sheets

within designated timelines ( ) ( )
2. I understand the importance of updating and

maintaining staff records in accordance with ( ) ( )
enterprise procedures
Checklist 2 Yes No
1. Time sheets are completed accurately and within

designated timelines ( ) ( )
2. Staff records are accurately updated and maintained in

accordance with enterprise procedures ( ) ( )

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LEARNERS GUIDE

HEART TRUST/NATIONAL TRAINING AGENCY

Learning Management Services Department

Version 1 LRDU MAY. 03

Element 1: Develop and implement staff rosters ............................................................... 7

Self-Assessment Checklist ........................................................................................... 17

Element 2: Maintain staff records ....................................................................................... 18

Self-Assessment Checklist ........................................................................................... 26

Version 1 LRDU MAY. 03

This Competency Unit

Element 1: Develop and implement staff rosters

Element 2: Maintain staff records

Version 1 LRDU MAY. 03 1

Before you start

Before you start this Learners Guide, you need to:

c. Ensure that your learning resources are available.

e. Plan your learning programme (see below)

f. Understand how to use this Learners Guide (see below)

Planning your learning programme

Version 1 LRDU MAY. 03 2

Element 1 Develop and implement staff rosters Yes No

1. I can develop rosters in accordance with award provisions

2. I can ensure that rosters take account of the need to

3. I can design rosters to meet requirements of wages/budgets

4. I can combine duties to ensure effective use of staff ( ) ( )

5. I can develop rosters based on consideration of most

6. I can finalize rosters and communicate to appropriate

Element 2 Maintain staff records Yes No

1. I can complete time sheets accurately and within designated

2. I can update and maintain staff records accurately in

Version 1 LRDU MAY. 03 3

How to use this Learners Guide

We suggest that you:

Go through the sections/elements as they are presented (starting at Section 1)

Version 1 LRDU MAY. 03 4

Complete Assessment Exercise

Version 1 LRDU MAY. 03 5

Using the Computer and Other Resources

Version 1 LRDU MAY. 03 6

ELEMENT 1: DEVELOP AND IMPLEMENT STAFF ROSTER

1. Develop rosters in accordance with award provisions and enterprise agreements.

Shift Successive periods of

Version 1 LRDU MAY. 03 7

Block The number of shifts

Designing staff rosters in accordance with award provisions and enterprise

Version 1 LRDU MAY. 03 8

Have a group discussion on the importance of designing staff rosters

Roster Design Variables

Version 1 LRDU MAY. 03 9

The number of hours worked

The shift length or duration

The rest days and weekends

The mix of staff and skills

Version 1 LRDU MAY. 03 10

Rotating shifts and starting times of shifts

Roster Pattern and length of cycle

Version 1 LRDU MAY. 03 11

Finalising and communicating rosters

Safety and security

Version 1 LRDU MAY. 03 12

Information and training

Rest areas should be available to all shifts.

Refer to: http://library.psa.org.nz