COFFEEVILLE

Information
 CoffeeVille Information

Table of Contents
Organisational Chart...........................................................................................................................3
Organisational Objectives...................................................................................................................3
Organisational Values and Standards..................................................................................................3
Business Performance Data.................................................................................................................3
Informal Customer Feedback..............................................................................................................4
Formal Staff Feedback.........................................................................................................................5
Organisational Guidelines and Procedures..........................................................................................6
CoffeeVille Guidelines.....................................................................................................................6
CoffeeVille Recruitment and Selection Policy and Procedure...........................................................8
CoffeeVille WHS Policy..................................................................................................................13

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 Rufus and Emma
Organisational Chart Belcastran Owner

Store Manager

Food service
Baristas Cooks
attendants

Organisational Objectives

 Maintain Net Profit of 15-20% per annum

 Maintain healthy cash flow
 Provide quality service to customers
 Maintain customer satisfaction
 Staying ahead of the competition

Organisational Values and Standards

 Integrity
 Honesty
 Trust
 Accountability
 Commitment to Customers

Business Performance Data

Last Quarter Last Quarter Last Quarter Last Quarter

+3 +2 +1
Total Revenue $54,300.00 $52,700.00 $51,500.00 $50,200.00
Total Expenses $47,500.00 $48,200.00 $50,690.00 $51,300.00

Net Profit $6,800.00 $4,500.00 $810.00 ($1,100.00)

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Informal Customer Feedback
Rufus and Emma conducted a customer survey in the weeks leading up of the Summer
Holiday period. 87 customers were surveyed. The customer survey results were as following:

Customer Survey
1 How often do you visit our cafe?
Daily Several times Several times Once a Several Once
a week a month month times a year
5 21 27 14 7 13
2 How would you rate the service at our café?
Please mark: 1 – Strongly Agree, 2 – Agree, 3 – Somewhat Agree, 4- Disagree, 5 – Strongly Disagree
1 2 3 4 5
A staff member noticed me and served me immediately 18 58 1 7 3
The staff were helpful and pleasant 12 42 27 6 0
The staff were quick and efficient 18 37 13 12 7
The service provided was to my satisfaction 19 39 16 9 4
3 How would you rate the products at our café?
Please mark: 1 – Strongly Agree, 2 – Agree, 3 – Somewhat Agree, 4- Disagree, 5 – Strongly Disagree
1 2 3 4 5
The quality of the food was excellent 8 43 36 0 0
The price was affordable 3 4 13 55 12
The environment of comfortable and soothing 6 45 36 0 0
The menu was adequate for my needs 21 52 14 0 0
4 Would you recommend our cafe to a friend or
colleague?
Yes 62
No 9
Not sure 16
5 How could we improve our cafe to suit you better?
Feedback included:
 Delivery Service
 Better prices
 Better menu variety
 Faster Service
 Quieter environment
 Almond milk or lactose free milk
 Gluten free menu

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Formal Staff Feedback

Rufus and Emma conducted a formal staff survey in the weeks leading up of the Summer
Holiday period. Unfortunately, only 10 of the 14 staff members have been formal surveyed so
far. The staff survey results were as following:

Staff Survey
Please mark: 1 – Strongly Agree, 2 – Agree, 3 – Somewhat Agree, 4- Disagree, 5 – Strongly Disagree
1 2 3 4 5
I feel encouraged to come up with new ideas 2 6 2 0 0
I feel the business cares about me 0 5 4 1 0
I feel the owners are committed to high quality 0 2 7 1 0
standards
I’m happy with my current job satisfaction level 2 5 3 0 0
My responsibilities are clear 6 1 2 1 0
I feel equipped to do my job competently 4 1 2 3 0
I feel like I’m part of the team 3 5 2 0 0
I feel I have good work life balance 1 3 3 2 1
I feel proud to work at CoffeeVille 2 3 3 2 0

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Organisational Guidelines and Procedures
CoffeeVille has developed a range of Policies and Procedures to provide support for day to
day operations. These documents ensure compliance with laws and regulations, give guidance
to decision-making, and streamline internal processes.

CoffeeVille Guidelines
Purpose
To set out the responsibilities of the organisation in ensuring that its management system is maintained
and, where necessary, improved to meet:
 The requirements and expectations of customers
 Requirements of the Workplace Health and Safety Act
 All appropriate legislation and regulations.

Scope
This procedure is limited to the safety and compliance responsibilities of personnel with all appropriate
legislation and regulations that have been determined as affecting the businesses operations.

References
The following legislation applies to the operation of our business

o Safety
 Food Safety Standards
 Food Safety Act 2006
 Workplace Health and Safety Act 2011
 Workplace Health and Safety Regulations 2011
o Anti-Discrimination
 Anti-Discrimination Act 1977
 Racial Discrimination Act 1975
 Sex Discrimination Act 1984
 Australian Human Rights Commission Act 1986
 Disability Discrimination Act 1992
 Age Discrimination Act 2004
o Privacy
 The Privacy Act 1988
 Privacy and Personal Information Protection Act 1998
 Copyright Act 1968

Responsibilities and Authorities

1) The primary responsibility for the high quality and standard of products and services and the
safety of all operational staff rests with the Store Manager.

2) The Store Manager is responsible for ensuring that all policies and procedures are made
available for use by the staff.

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BSBINM601 Handout (2) _CoffeeVille 7
Insurances
The Store Manager will ensure that all the relevant insurances are maintained and the level of
insurance cover is reviewed at least annually. Certificates of Currency are available for:
 Workers Compensation
 Public Liability
 Contents Insurance

Business Planning
1) The Store Manager will develop a business plan for each future year of operation to set the
direction of the business.

2) The Owners will sign off on the master copy of the business plan. This document will then be
used to generate the budget material and any other necessary documentation to support any
change in direction.

3) The Store Manager shall review the business performance at least monthly.

4) The profit & loss, balance sheet, projected expenses, cash flow, sales targets performance and
current account balances shall be reviewed on a monthly basis.

5) The report will be prepared on the business accounting software and signed off by the Store
Manager and Owners

Legislative Requirements
1) CoffeeVille shall comply with all regulatory requirements.

2) In particular, compliance must be established for the legislative and regulatory requirements.

3) The Store Manager has the responsibility to monitor legislation and to advise of any changes.

Privacy Policy
1) CoffeeVille must meet the requirements of The Privacy Act 1988. The Store Manager has been
delegated the Privacy Officer responsibilities.

2) Access may be given to an identified government officer from such the Police or under court
order.

3) Personal information is collected solely for the purposes of operation as a business.

4) All reasonable steps must be taken to protect personal information from misuse, loss,
unauthorised access, modification or disclosure including password protection of electronic files,
secure storage of paper files and secure backup of data.

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CoffeeVille Recruitment and Selection Policy and Procedure

Purpose
The Staff Recruitment Policy has been established to ensure that Coffeeville attracts the best possible
staff for all vacant positions. This policy relates to employment of all staff.

Policy Statement
Coffeeville is committed to providing high quality service to our customers. To support this objective, we
recognise the importance of employing the most suitable applicant for all vacant positions.
Coffeeville will ensure it attracts the best available applicants by broadly advertising all vacant
positions.
Coffeeville is an equal opportunity employer, and is committed to providing a work environment that is
free from harassment and discrimination.
All recruitment and selection procedures and decisions will reflect Coffeeville commitment to providing
equal opportunity.

Responsibilities
It is the responsibility of the Owners to implement this policy and to monitor its performance.
It is the responsibility of Store Manager to ensure that:
 They are familiar with the recruitment policies and procedures, and that they follow them
accordingly;
 Staffing levels for their department are determined and authorised;
 All roles have current position descriptions that specify role requirements and selection criteria.

Procedures

Pre-Recruitment Activities
Prior to commencing the recruitment process, the Store Manager is required to obtain approval from
the Owners to recruit for the positions.
When describing recruitment requirements, the Store Manager should also indicate specific
requirements regarding the position, including:
 Required timelines – when does the position need to be in place?
 Role – what is the position to be advertised?

Direct Internal Appointments/Promotions

In situations where the Store Manager wishes to promote an employee who meets the specific
selection criteria for the vacant position into the internal vacancy, the appointment must be authorised
by the Owners.
Coffeeville will ensure that all of employees who possess the relevant skills and who have expressed
interest in the position have been appropriately considered.

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Internal Advertising
Coffeeville will advertise all vacancies internally.
Exceptions to this rule may occur when:
 The position is of such a specialised nature, and appropriate skills are not available within the
organisation; or
 There is a need to make a direct appointment or promotion into the vacant position.
Upon receiving approval for the vacant position, the Store Manager will advertise the available position
internally. Internal advertisements should include the following:
 Position title;
 Outline of the position;
 Skills required for the role;
 Closing date for applications.
All internal applicants should forward a current copy of their resume, together with covering letter, to the
applicable manager for acknowledgement, consideration and processing.
Internal applicants who possess the required skills, qualifications and work-related experience, as
specified in the internal advertisement, should be interviewed for the position by the Store Manager.

External Advertising
Where a position cannot be filled internally or where it is appropriate to conduct concurrent internal and
external recruitment campaigns, the available position should be advertised externally.
All such positions will be advertised through relevant networks, on relevant websites or through
recruitment consultants.
The Store Manager will prepare an appropriate recruitment advertisement for the position and submit it
for review and approval by the Owners.
The Store Manager will administer the placement of the advertisement and monitor and compile
applications received.

Diversity Statement
All internal and external job advertisements must include the following statement:
‘Coffeeville is proud to be an equal opportunity employer. We have a diverse workforce whose contributions
are welcomed and enrich our work processes. All qualified applicants will receive consideration for
employment without regard to age, race, gender, gender identity, religion, sexual orientation, disability, age or
family status.’

Screening Applicants
Once all applications have been received, the Store Manager shortlist them.
Resumes must be screened against the position description so that assessments can be made of their
suitability for the specific role. Applicants who are assessed as suitable will then be selected for
interview and informed in writing of the date and time for the interview. Candidates who are not
successful will be informed in writing.

Conducting Interviews
The interview process is conducted by a selection panel which will include the CEO or their nominee
and the relevant manager or supervisor for the position.

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The Human Resources Manager or Human Resources Officer may also be involved in the selection
panel if required.
A list of questions based on the position requirements must be drawn up prior to interviews. The HR
team can assist with this.
All candidates are interviewed and the selection panel identifies the most suitable candidate based on
their responses to the questions.

Reference Checking
The Store Manager is to ensure that, where possible, a minimum of two reference checks are
conducted prior to an offer of employment being extended to a candidate.
Details of the reference checks should be attached to the candidate’s application for future reference.
The Federal Privacy Legislation applies to such records held by an organisation.

New Starter Paperwork

If an internal candidate is selected, the Store Manager is required to notify the successful candidate. If
an external candidate has been selected, the Store Manager is to make a verbal offer to the candidate.
Once accepted the Store Manager will prepare a written letter of offer for the successful candidate. A
standard letter of offer will be used for all offers of employment, and will confirm the start date, salary,
position, whether the position is permanent or casual, and the terms and conditions of employment
pertaining to the employee.
Once the Store Manager has received the candidate’s signed letter of offer, the Store Manager will
notify all unsuccessful candidates.
The Store Manager will forward an induction kit to the new employee for their completion.

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APPENDIX A – Interview Guidelines
The purpose of an interview is to provide and obtain information that will assist in making a decision
about a candidate’s suitability.
Whilst an interviewer will develop their own interviewing styles, there are a number of essential
characteristics of an interview that must be present in all interviews.

Prior to Conducting the Interview

Review the candidate's resume before commencing the interview. This will help you feel more
comfortable when the candidate arrives.
Review the similarities or differences in qualifications relating to the performance factors of the job,
including:
 education or basic paper qualifications for the job;
 any compliance qualifications held Eg food handling certificate, first aid certificate;
 related work experience;
 non-work experience (such as special interests or volunteer activities) in which the candidate
might have developed skills related to the position.

Conducting the Interview

Asking questions is an important part of the interviewer's role; it is not, however, their only
responsibility. A good interviewer must also:
 reduce communication barriers;
 maintain control of the interview;
 ensure that the candidate reveals what the interviewer wants to know, not simply what the
candidate wants to tell; and
 create a friendly, conversational atmosphere.
Having the candidate respond to questions and prompts will encourage them to do most of the talking
while the interviewer ensures that all relevant topics are covered. The interviewer may be required to
ask a question a second time by re-phrasing it or by returning to a particular topic at a later point in the
interview.
While each interviewer develops a particular style, the following steps provide a useful guide to the
structure of an interview.

Step 1: Set the Stage

It's important to create an interviewing environment that allows a candidate to put forward their claims
to the position. An interviewer will be able to gain more information in a comfortable setting and the
candidate will be left with a favourable impression of the organisation.
 Make arrangements for a private venue for the interview.
 Do not allow interruptions (e.g. telephone calls etc.).
 Allow for an informal "around the table" setting rather than across a desk.
 Position the candidate so that they can comfortably direct conversation to anyone in the room.
 Introduce yourself and all members of the interview panel to the candidate
 Body language should be relaxed and open.
 Be friendly and courteous throughout the interview. The tone should be like a slightly structured
conversation.
 Sometimes it helps to begin by entering into a general conversation, for example talking about
the organisation.

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Step 2: Explain the process
Outline for the candidate the process for the interview will take.
 Identify areas to be covered (e.g. the duties and responsibilities involved in the job; the
candidate's education and experience and how they relate to the position
 Suggest the length of time that the interview is expected to take, and any additional time that
might be spent touring the work site etc.
 Provide a description of the duties and responsibilities of the job and an overview of the
workings of the Company and the relevant business units.
 Avoid confusing or overly technical language. Don't oversell the job or mislead the candidate
about the actual duties and responsibilities involved or the future growth expectations of the
position.
 Advise the candidate that there will be an opportunity later in the interview for them to ask
questions or add information that may not yet have been covered. Alternatively, they should feel
free to ask questions as the interview proceeds.

Step 3: Gather Information

Following a list of questions will provide structure and should take up most of the interview time;
however, some flexibility is necessary to allow for follow-up questions and for questions that will arise
out of each candidate's documentation. This helps to create a comfortable, relaxed tone.
Listen for evidence of both positive and negative behaviour and focus on one specific performance
factor at a time. Analyse how well those behaviours and skills would carry over to the position.
Probing is particularly necessary when there are gaps in the candidate's life/work history, when
inconsistencies appear or when the candidate changes the subject or is evasive.

Step 4: Welcome Added Information and Answer Questions

In the later stages of the interview, the candidate may have specific questions about the job or the work
environment. A detailed discussion should be reserved until this point, so that the candidate won't
simply tailor their answers to suit the position. This is a good time to probe for more detailed
information, such as:
 "Now that I've described the job, do you have any relevant skills that we haven't yet heard
about?"
Thank the candidate for coming to the interview and explain the time frame for decision-making and
what the next step in the process will be.

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CoffeeVille WHS Policy

Purpose
To document the WHS policy of the business and to set out arrangements for communication and
review of the policy.

Standards (including relevant legislation)

 Model WHS Legislation, http://safeworkaustralia.gov.au/Pages/default.aspx
 Model Work Health and Safety Act 2011
 Model Work Health and Safety Regulations
 Code of Practice
 Victorian Work Health and Safety Authorities – WorkSafe Victoria www.worksafe.vic.gov.au
 Occupational Health and Safety Act 2004 (the Act)
 Occupational Health and Safety Regulations 2007.

Definitions
 Accident: An unintended incident which resulted, or could have resulted in, the injury or
exposure to a substance or contagious disease, of one or more persons.
 Employee A person who carries out work in any capacity for Grow Management Consultants
 Hazard A source or situation with a potential for harm in terms of human injury or ill health,
damage to property, damage to the environment, or a combination of these
 Incident: An event that has led to or could have led to an injury. Incidents include near misses,
accidents, and injuries.
 Inspection: A formal check of physical conditions existing within a defined time and area
against pre-established criteria (checklist).
 Hazard Identification The process of recognising that a hazard exists & defining its
 characteristics
 Near Miss is an unplanned event that did not result in injury, illness, or damage – but had the
potential to do so. Only a fortunate break in the chain of events prevented an injury, fatality or
damage; in other words, a miss that was nonetheless very near.
 Risk The likelihood of a hazard causing harm and how serious it could be
 Risk Assessment The overall process of estimating the magnitude of risk and deciding
whether the risk is tolerable or manageable
 Workplace A place where work is carried out for a business or undertaking and includes any
place where an employee goes, or is likely to be, while at work
 Work-related activities: This would include any activity related to or emanating from the
workplace, e.g. celebrations, official or social events, professional development, activities, etc.

Application of the Policy

This policy is applicable to all its operations and functions including those situations where employees
are required to work off site.

Consultation

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The organisation is committed to consultation and cooperation between management and employees.
The organisation will formally involve employees in any workplace change that will affect the health and
safety of any of its employees.

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Communication of the Policy
All personnel, including contractors, are to receive information about the policy at induction.

Review
The policy will be reviewed every 12 months by the Store Manager in consultation with the Owners.

Records
Appropriate records of the organisation’s risk management strategy, workplace hazards and workplace
injuries will be accurately maintained at all times.
The following records must be kept and be made available for audit for 5 years:
 Risk Assessments
 Safe Working Method Statements (SWMS)
 WHS Training records including induction records
 WHS Training materials and the history of
 WHS policies and procedures – current and superseded
 WHS Audit reports
 WHS Record of Injuries
 Consultation and Communication

Policy Owner
Store Manager is assigned ownership to ensure the policy is maintained and updated.

Obligations
Coffeeville recognises its moral and legal responsibility to provide a safe and healthy work environment
for employees, contractors, customers and visitors. This commitment extends to ensuring that the
organisation's operations do not place the local community at risk of injury, illness or property damage.

Objectives
Coffeeville will:
 provide safe plant and systems of work
 provide written procedures and instructions to ensure safe systems of work
 ensure compliance with legislative requirements, current industry standards, internal policies
and procedures
 provide information, instruction, training and supervision to employees, contractors and
customers to ensure their safety
 provide support and assistance to employees.

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Responsibilities
The Store Manager is accountable for implementing this policy. This will be measured via their annual
performance reviews. Management is committed to:
 Providing a safe and healthy environment for all staff and others during their participation in
work activities
 Implementing effective risk management systems that are relevant and suitable for the
organisation’s scope of business
 Encouraging active participation, cooperation and consultation with all staff and others in the
promotion and development of measures to improve health and safety.
 Actively responding to, recording and investigating all incidents.
 Maintaining relevant policies, procedures, training, codes of conduct and systems to support
and communicate effective health and safety practices throughout the organisation.
 Routinely conducting checks of the work environment to assess risks, identify hazards and
identify areas for improvement.
 Taking immediate response to reduce the risk of identified workplace hazards.

Employees are to:

 Follow all health and safety policies and procedures
 Ensuring that their work area is without risk to the health and safety of themselves and others;
 Promptly report to their supervisor any workplace accidents, incidents, near misses and/or
hazards; and
 Complete all training in WHS as required.

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