TOURISM SECTOR

Qualification Title:

EVENTS MANAGEMENT SERVICES NC III

Unit of Competency: USIN

Module Title: SOLVING PROBLEMS RELATED TO WORK ACTIVITIES

OLIVEROS COLLEGE (OCI) INC.

Zone 2, San Francisco, Iriga City

SUMMARY OF COMPETENCY-BASED LEARNING MATERIALS

No. Unit of Competency Module Title Code
1. Roster staff Rostering staff TRS31120
6
2. Control and order stock Controlling and ordering TRS311207
stock

3. Train small groups Training small groups TRS311208

4. Establish and conduct Establishing and TRS311209

business relationships conducting business
relationships

HOW TO USE THIS MODULE

 Welcome to the Module “Rostering Staff”. This module contains training materials and
activities for you to complete.

The unit of competency “Roster Staff” contains knowledge, skills and attitudes required
for a Event Management Services NC III Qualification.

You are required to go through a series of learning activities in order to complete each of
the learning outcomes of the module. In each learning outcome there are Information Sheets,
Job Sheets, Operation Sheets, and Activity Sheets. Follow these activities on your own and
answer the Self-Check at the end of each learning activity.

If you have questions, don’t hesitate to ask your facilitator for assistance.

RECOGNITION OF PRIOR LEARNING (RPL)

You may already have some of the knowledge and skills covered in this module because
you have:

 been working for some time

 already have completed training in this area.

If you can demonstrate to your trainer that you are competent in a particular skill or
skills, talk to him/her about having them formally recognized so you don’t have to do he same
training again. If you have a qualification or Certificate of Competency from previous trainings
show it to your trainer. If the skills you acquired are still current and relevant to this module, they
may become part of the evidence you can present for RPL. If you are not sure about the currency
of your skills, discuss it with your trainer.

After completing this module ask your trainer to assess your competency. Result of your
assessment will be recorded in your competency profile. All the learning activities are designed
for you to complete at your own pace.

Inside this module you will find the activities for you to complete followed by relevant
information sheets for each learning outcome. Each learning outcome may have more than one
learning activity.

This module was prepared to help you achieve the required in “Roster Staff”. This will
be the source of information for you to acquire knowledge and skills in this particular trade, with
minimum supervision or help from your trainer. With the aid of the materials, you will acquire
the competency independently and at your own pace.

 Talk to your trainer and agree on how you will be both organize the training of this unit.
It is divided into sections which covers all the skill as and knowledge you need to
successfully complete this module.
 Most probably your trainer will also be your supervisor or manager. Your trainer is there
to support you and show you the correct way to do this things. Ask for help.
 Your trainer will tell you about the important things you need to Consider when you are
completing activities and it is important that you listen and take notes.
 You will be given opportunities to ask questions and practice on the job. Make sure you
practice your new skills during regular work shifts. This way you will improve both your
speed and memory and also your confidence.
 Talk to more experienced workmates and ask for their guidance.
 Use self-check questions at the end of each section to test your own progress.
 When you are ready, ask your trainer to watch you perform activities outlined learning
materials.
 As you work through the activities, ask for written feedback on your progress. Your
trainer keeps feedback/pre-assessment reports for this reason. When you have
successfully completed each element, ask your trainer to mark on the reports that you are
ready for assessment.
 When you have completed this module and feel confident that you have had sufficient
practice, your trainer will arrange an appointment with the registered assessor to assess
you. The results of your assessment will be recorded in your Competency Achievement
Record Sheet.
 MODULE CONTENT

QUALIFICATION Events Management Services NC III

UNIT OF ROSTER STAFF

COMPETENCY
MODULE TITLE ROSTERING STAFF
INTRODUCTION:

This module covers the knowledge, skills, behavior and

motivations required to develop staff rosters. This role may be carried out
by operational supervisors and managers.

SUMMARY OF LEARNING OUTCOMES:

LO1. Develop and implement staff rosters

LO2. Maintain staff records

Prerequisite: None
 LEARNING OUTCOME SUMMARY

LEARNING Develop and implement staff rosters

OUTCOME #1

CONTENTS:
 The role of rosters and their importance in controlling staff costs
 Factors to be considered when developing rosters
 Formats for the presentation of staff rosters and details to be included
 Knowledge on area of operation for which roster is being developed.
 Organizing information
 Preparing staff rosters
 Communicating with colleagues about the developed rosters

ASSESSMENT CRITERIA:

1. Rosters are developed in accordance with company agreements and wage

budgets.
2. Operational efficiency and customer service levels are maximized while
wage costs are minimized in roster development.
3. Duties are combined where appropriate to ensure effective use of staff.
4. The available skills base is utilized appropriately to roster the most effective
mix of staff and to meet different operational requirements.
5. Rosters are presented in required formats to ensure clarity of information in
accordance with company standards.
6. Rosters are communicated to appropriate colleagues within designated
timelines.
 Learning Experiences

Learning Outcome 1. STUDY / SELECT APPROPRIATE TECHNOLOGY

Learning Activities Special Instructions

1. Read Information Answer the self check 1.1.1
Sheet 1.1.1 Compare your answer to the answer key 1.1.1
Equipments and If you got 100% correct answer in this self-
Machines check, you can now proceed to the next
Information Sheet. If not review the information
sheet and go over the self-check again.
2. Read Information Answer the self check 1.1.2
Sheet 1.1.2 Compare your answer to the answer key 1.1.2
Types of Office If you got 100% correct answer in this self-
Machines check, you can now proceed to the next
Information Sheet. If not review the information
sheet and go over the self-check again.
3. Read Information Answer the self check 1.1.3
Sheet 1.1.3 Compare your answer to the answer key 1.1.3
Mail Room If you got 100% correct answer in this self-
Equipment and check, you can now proceed to the next
Communication Information Sheet. If not review the information
Systems sheet and go over the self-check again.
4. Read Information Answer the self check 2.1.1
Sheet 2.1.1 Compare your answer to the answer key 2.1.1
What is If you got 100% correct answer in this self-
Application check, you can now proceed to the next
Software Information Sheet. If not review the information
sheet and go over the self-check again.
5. Read Information Answer the self check 2.1.2
Sheet 2.1.2 Compare your answer to the answer key 2.1.2
Computer If you got 100% correct answer in this self-
Program check, you can now proceed to the next
Information Sheet. If not review the information
sheet and go over the self-check again.
 INFORMATION SHEET 1.1.1

Identify the role of rosters

Learning Objective: After reading this information you must be able to covers the
knowledge, skills, behavior and motivations required to develop staff
rosters. This role may be carried out by operational supervisors and
managers.

Explain the functions of rosters

Introduction: Rosters are prepared for a variety of reasons which benefit employers and
employees.

This section defines what a roster is and identifies the reasons workplaces prepare/use rosters.

Rosters –defined

A roster is a plan that organizes staff, indicating:

 Names of staff who are to work

 Days of work–usually with date

 Start times

 Break times

 Finish times

 Where they are to work

Their role. It also gives information as to staff movements, such as:

 Who is on annual leave

 Who is on sick leave

 Who is undertaking training

Reasons why workplaces have rosters

The purpose of rosters can be seen as ensuring the right people, in the right number, are
employed at the right places at the right time.
There are six primary reasons why organizations have and use rosters.

Organizing staff

Rostering is a means of organizing staff.

It enables the supervisor/person preparing the roster to:

 Determine and/or know who is working on a particular shift and who is not

 Make sure there are sufficient staff to cater for anticipated service need

 Distribute the projected workload equitably among staff and across the working day

 Guarantee the level of service required/promised to customers is delivered–across the

working day.

Balancing experienced staff

Rostering enables those preparing the rosters to ensure skilled workers are rostered on duty with
people who are not so experienced: in this way, rosters help make sure customer is adequately
served (now) by staff in both numbers and skills and guarantees the presence of suitably
experienced staff (into the future).This is an effective and efficient use of staff. Rosters should
reflect a good mix of experience and, in some cases, a mix of genders, ages and
nationalities/language skills.

Communicating with staff

Rostering is a means of communicating with employees, to inform them of:

 When they are required for work –in terms of:

 When they need to arrive/be at work

 When their breaks are

 When they can go home

 When they are not required for work

 When their leave days are available to be taken.

Good rosters reflect to the employee the busy periods and the goals of the organization in terms
of service. In some cases, the roster may indicate to the employee what location and work they
will be doing at a given time.
Cost controlling

Rostering is a definite and proactive way of controlling labour costs. It ensures enough people
are working during busy periods, while in quiet periods the organization is not paying staff when
there is nothing to do. Rostering allows work to be distributed in a cost efficient manner while
ensuring service to consumers is not diminished.

The control comes from:

 The labour budget –for the department/workplace –which dictates, determines or controls
the money available to pay wages

 Ensuring the hours posted on the roster for the staff do not exceed the money allocated in
the budget to pay them.

The labour budget (the amount available to pay wages) may be:

Allocated as a monetary amount/figure –as determined by management

Calculated as a percentage of expected/anticipates sales for the period.

Aiding employees

Rosters enable individual employees to better plan and manage their personal and work time. It
enables them to plan for their holidays and ‘time off’ in advance.

Complying with imposed obligations.

There is commonly a legal or contractual need for:

 Staff to be notified of their rostered hours in sufficiently in advance of their starting

date/time –in effect this means they will need to be given their own copy of the roster
which has been prepared
 A copy of the roster to be posted/displayed in the workplace.
 SELF CHECK1.1.1

Test I:

Direction: Fill in the blanks:

1. The purpose of rosters can be seen as ensuring the__________________, in

the _______________, are employed at the _____________ at the
______________.

2. Rosters should reflect a good mix of ____________ and, in some cases, a

mix of ____________, ages and _____________________ skills.

3. Rostering ________________ to be distributed in a cost efficient manner

while ensuring service to consumers is not diminished.

4. Rosters enable individual employees to _________________ and manage

their _____________ and _______________. It enables them to plan for their
holidays and ‘time off’ in advance.

Test II:

Identification: Identify the correct answer:

1. Enumerate the six primary reasons why organizations have and use
rosters?
 ANSWER KEY 1.1.1

Test I:

1. right people
right number
right places
right time
2. experience
genders
nationalities/language
3. allows work
4. better plan
personal
work time

Test II:

1. Organizing staff
2. Balancing experienced staff
3. Communicating with staff
4. Cost controlling
5. Aiding employees
6. Complying with imposed obligations.
 INFROMATION SHEET 1.1.1

DESCRIBE SITUATIONS TO WHICH ROSTERS MIGHT APPLY

Learning Objective: After reading this information you must be able to covers the
knowledge, skills, behavior and motivations required to develop staff
rosters. This role may be carried out by operational supervisors and
managers.

Introduction:

The development of rosters is standard practice across all industries and industry sectors. This
section highlights the three basic situations to which rosters commonly apply.

Overview:

Organizations will prepare rosters based on their specific needs.

This means rosters for accommodation venues which also provide (say) food, beverages,
gaming, entertainment and functions will be fundamentally different to an enterprise selling
travel or one which operates tours.

This said rosters are commonly drawn up by organizations on the following bases:

 An individual department
 A whole enterprise
 A specific project.

Rosters for individual departments

Many organizations are structured on a department basis. This means the organizational chart
for the business identifies several departments/revenue centers. Where rosters are prepared for
individual departments a separate roster is created for each department showing staffing required
on a department-by-department basis.

This approach:

 Is common to larger businesses–with higher employee numbers

 Is most common in hotels/accommodation venues–who have more roles and departments
to cover/staff
 Is popular with organizations open longer hours –especially those which operate on a
24/7basis
 Allows management/supervisors in each department to use their knowledge and
experience of the department to develop a roster –so each one best suits the unique
demands of the department as those needs fluctuate over time.
Rosters for the whole organization
Some organizations prepare rosters on an enterprise-wide basis where one roster only identifies
staffing required for the period in question for the entire business.
These organizations:
 Tend to be smaller operations –with fewer employees
 Tend to be less structured –in terms of departmentalization
 Are often managed by one person (a Business/Office Manager) –as opposed to several
Supervisors or Departmental Managers
 Usually open fewer, standard or more restricted hours –such as ‘Business Hours’ or (for
example) ‘Monday –Saturday, 9:00AM –6:00PM’.
Project-based rosters
Rosters may also be prepared for project-based work including:
 Nominated events–such as a certain trip, tour, or MICE event
 Specific functions–such as a certain dinner, ball or party. These rosters will
address roles/staffing requirements:
 Prior to the event/functions/project –such as planning and preparation,
reservations, set-up
 During the event/functions/project –covering implementation and conduct of the
activity
 After the event/functions/project –such as clean-up, administration, follow-up and
returning areas/vehicles to ‘normal’ condition
Enumerate the rosters commonly drawn up by organizations on what following bases?