Intimate knowledge of the employment instruments as they to all staff covered by – the rosters Good operating knowledge of the business so there is an understanding of: – The busy and slow times of departments or the business which may relate to: – Hours of the day certain times may be busy, others may be very quiet – Days of the week some days may be traditionally busy while others are not – Holiday periods which (depending on the business) can mean trade is – busy/busier or slow/slower Up-coming trade for the business in terms (for example) of: – Accommodation booked Function bookings/reservations Tours which have been booked Good knowledge of staff within the organisation in relation to their: – Skills, attitudes and knowledge Experience and expertise Availability Preferences Thorough knowledge of all factors impacting on staffing for the business which can – address: Service levels, standards and promises made to customers Legislation applying to employment and IR Plans the organisation has which may (for example) address expansion, – contraction, succession planning and other staff-related training and development matters Labour budget. persons’ ‘Responsible The job of developing rosters may be allocated to: Owner of the business which is usually the case in smaller owner-operated businesses – with very few staff, and no internal hierarchical structure Managers these may be: – Office Managers or Business Managers who are in-charge of a branch or single – office Department manager or Supervisor who are in-charge of a – department/area/revenue centre within the business Division or Section Manager being a person responsible for several – departments/areas/revenue centres
Intimate knowledge of the employment instruments – as they to all staff covered by the rosters Good operating knowledge of the business – so there is an understanding of: The busy and slow times of departments or the business – which may relate to: Hours of the day – certain times may be busy, others may be very quiet Days of the week – some days may be traditionally busy while others are not Holiday periods – which (depending on the business) can mean trade is busy/busier or slow/slower Up-coming trade for the business – in terms (for example) of: Accommodation booked Function bookings/reservations Tours which have been booked Good knowledge of staff within the organisation – in relation to their: Skills, attitudes and knowledge Experience and expertise Availability Preferences Thorough knowledge of all factors impacting on staffing for the business – which can address: Service levels, standards and promises made to customers Legislation applying to employment and IR Plans the organisation has – which may (for example) address expansion, contraction, succession planning and other staff-related training and development matters Labour budget. ‘Responsible persons’ The job of developing rosters may be allocated to: Owner of the business – which is usually the case in smaller owner-operated businesses with very few staff, and no internal hierarchical structure Managers – these may be: Office Managers or Business Managers – who are in-charge of a branch or single office Department manager or Supervisor – who are in-charge of a department/area/revenue centre within the business Division or Section Manager – being a person responsible for several departments/areas/revenue centres
TM_Roster_staff_220115.docx