Time of the year Internal historic data on trade/sales/activity Known staff absences due (for example) to: – Leave Illness Training Staff requests for: – Time off Preferential treatment Ensure documentation which may be required is readily available this can include: – Previous rosters which may provide a basis/framework for the roster being – developed Job descriptions of employees to confirm capacity to perform work – Rates of pay to assist with costing – Use technology to assist in the process applicable use rostering software – programmes to: Help develop draft rosters Cost labour Compare roster options/alternatives Work in a structured manner develop a for creating the roster, for example: – ‘system’ In a dining room start with (say) the supervisors, then the bar staff, then the food – waiters then the drink waiters, then the cleaners In an office setting start with (say) supervisors, then receptionists, then consultants/customer service staff and then cleaners In a housekeeping setting start (say) with Executive Housekeeper, then Assistant Housekeeper, then Room Attendants, then Porters Where a roster has to be developed for a number of departments/sections: Develop the roster for the largest and busiest department/section/area first and – then move on to other areas in descending order of size/activity Be prepared to use staff who are multi-skilled and can be moved between departments/roles Double-check/verify staff who have been rostered and the times at which they have been rostered actually will: Cover all opening/service times which must embrace: – Work required before the department or section opens for business known as – procedures’ ‘opening
Time of the year Internal historic data on trade/sales/activity Known staff absences – due (for example) to: Leave Illness Training Staff requests – for: Time off Preferential treatment Ensure documentation which may be required is readily available – this can include: Previous rosters – which may provide a basis/framework for the roster being developed Job descriptions of employees – to confirm capacity to perform work Rates of pay – to assist with costing Use technology to assist in the process – applicable use rostering software programmes to: Help develop draft rosters Cost labour Compare roster options/alternatives Work in a structured manner – develop a ‘system’ for creating the roster, for example: In a dining room – start with (say) the supervisors, then the bar staff, then the food waiters then the drink waiters, then the cleaners In an office setting start with (say) supervisors, then receptionists, then consultants/customer service staff and then cleaners In a housekeeping setting start (say) with Executive Housekeeper, then Assistant Housekeeper, then Room Attendants, then Porters Where a roster has to be developed for a number of departments/sections: Develop the roster for the largest and busiest department/section/area first – and then move on to other areas in descending order of size/activity Be prepared to use staff who are multi-skilled and can be moved between departments/roles Double-check/verify staff who have been rostered and the times at which they have been rostered actually will: Cover all opening/service times – which must embrace: Work required before the department or section opens for business – known as ‘opening procedures’
TM_Roster_staff_220115.docx