Case study

Introduction:

ACA Restaurant Cafe is a thriving restaurant located in Sydney CBD streets, George Street, known for its delectable cuisine and exceptional customer service. As the restaurant continues to grow, effective management of rosters and wage budgets becomes crucial. Developing rosters according to relevant industrial agreements, considering Fairwork regulationswww.fairwork.gov.au, and adhering to a weekly wage budget is a crucial aspect for business growth.

The management team is tasked with creating rosters that align with industrial agreements, particularly those outlined on the fairwork.gov.au website, to ensure fair and lawful employment practices.

Operational Information

ACA Restaurant and Caf a mid to high end operation, 120 seat Restaurant/Caf is located on one of the busiest Sydney CBD streets, George Street. Operational hours are from 11 am to 10 pm, 7 days a week.

ACA caf is well known for its quality food, excellent Barista made coffee and friendly service.

You are Joe Roux the Restaurant manager. ACA Restaurant and Caf owners Emma and Rufus have tasked you with creating rosters that align with industrial agreements, particularly those outlined on the fairwork.gov.au website, to ensure fair and lawful employment practices, the diversity of the staff members and fluctuating business environment.

Weekly business pattern

Weekdays are generally slow however high traffic of takeaway coffees at the start of operation. Buffet lunch business average at about 80 pax per day. Weeknights will see an average of 100 pax per day (ala-carte dine-in). Weekends see substantial increase. Friday and Saturday nights require maximum staffing. Listed are the business operation model:

• 11 am - 2 pm- International Lunch buffet
• 2 pm - 6 pm- Afternoon pastries, cakes, sandwiches, cold alcoholic, and non-alcoholic beverages.
• 6 pm - 11 pm- A La Carte International menu, Live music duo on Friday and Saturday.
• Sunday Brunch- very popular, very busy 2 times turnover.

Number of covers: Assume the same level of business for all four weeks.

Day	Mon	Tue	Wed	Thurs	Fri	Sat	Sun
Lunch	60	60	80	80	90	90	100
Tea/snacks	20	20	20	20	40	50	20
Dinner	30	30	50	70	100	120	40

Essential Skills when developing rosters.

• Balancing coverage and efficiency
• Optimizing staff schedule to meet customer demand without overstaffing on low-traffic days.
• Fair workload distribution: Ensuring equitable hours and tasks among full-time and casual staff.
• Ensuring that the wage budget is maintained as per the forecast.
• Ensuring compliance with relevant industrial agreements.
• Developing rosters that meet the needs of the business while adhering to wage budgets.
• Balancing employee preferences and availability with operational requirements.
• Understand the current industrial agreements applicable to the hospitality industry.
• Take note of minimum wage rates, penalty rates, and any other relevant regulations that impact rostering.

Employee Preferences and Availability:

- Understand employee availability, preferences, and any specific constraints.

- Consider rotating shifts to accommodate different preferences while ensuring fair distribution of desirable and less-desirable shifts.

Special requests from staff:

• Joe Roux is not available 2nd week Saturday, Sunday, Monday & Tuesday.
• Sandra - attending a training class on 3rd week Monday & Tuesday
• Bill cruise on carer leave to look after sick partner for the entire week 4.
• Sally Thompson: prefer to have weekends off on all four weeks to get ready for her wedding.
• Mohammed Basheer prefers not to work on Friday (Jumma prayer)

Staff Details

Joe Roux - Restaurant manager

Sandra Hussien-Assistant Restaurant manager (new)

Phil Martin- Bar tender (Level 2)

Bartley O'Sullivan- Barista/wait staff. (Level 2)

Bill Cruise- Team leader- wait staff. (level 2)

Jack Fry- Senior wait staff. (F&B attendant grade 1)

Sally Thompson- wait staff. (F&B attendant grade 1)

Long Ngyuen - wait staff. (F&B attendant grade 1)

Jaswinder Singh- wait staff. (entry level)

Mohammad Basheer- Part time wait staff. (entry level)

Namal Fernando- Part time Barman/wait staff. (Level 2)

Guiseppe Garibaldi- Part time Barista. (Level 2)

Aimi Nakamura- Casual wait staff. (International student)

Budget Management:

- Set a weekly wage budget of A$18,000.00.

- Consider allocating higher-skilled employees during peak hours to maximize productivity.

- Monitor actual versus budgeted wages regularly and adjust as necessary.

Queation 1 : Creat convasation (Role-play)

Refer to the case study above. Things were progressing well at ACA restaurant and all staff appear satisfied with their roster thus far.

However, the week leading to a long weekend, you are not able to accommodate some of the staff request for time off. This causes some frustrations and anxiety with the staffs concern.

Select any one of the staff members requesting special time off. Conduct a role-play with this staff member demonstrating knowledge and skills listed in the marking list below. An agreed resolution must be achieved.

You must play the role of manager. Reverse roles with your partner after you have completed your attempt.

Criteria	Satisfactory	Not Satisfactory	Assessor Comments
Act as a positive role model through individual performance.
Show support for and commitment to organisational goals in day-to-day work performance.
Interact with team members in a positive and professional manner.
Develop and clearly communicate short, medium and long-term plans and objectives consistent with organisational goals in consultation with the team.
Encourage teams and individuals to develop innovative approaches to work.
Model and encourage open and supportive communication within the team.

Questions 2 : Key Performance Indicators

Part 2A

Plans are now in place for some special events to be held at ACA restaurant throughout the year. These include several themed events to coincide with public holidays long weekends.

Respond to the questions below providing detailed information.

2a.1 From whom can you, as the manager of ACA restaurant caf, seek information of the upcoming events? What information will you be sharing with the rest of the restaurant team members?

2a.2 As the manager how can you represent the team interests in a positive way to your bosses?

2a.3 The plans for the upcoming events are progressing slowly. You are tasked to review the workplace policies and procedures particularly the WHS policies. Explain who should you seek feedback from and what level of authority and contributions do they have in the implementation process?

Part 2B

Phil Martin- Bar tender (Level 2), Bartley O'Sullivan- Barista/wait staff. (Level 2) and Bill Cruise- Team leader- wait staff. (level 2) are your most senior team members.

Using the table below, identify and list some specific areas of improvements you will need monitor. The information you gather will be used to form a lead team for the upcoming events.

OPERATIONAL ACTIVITY	HOW MEASURED or MONITORED	TIMEFRAME / WHEN	PERSON / JOB TITLE
Example; Provide customer service to ensure that returning customers reach 40 % of your clientele within the year.	Customer feedback to be monitored and reported monthly to ensure that repeat customers hit 40%	Within 6 months	Wait Staff/ Monitored by Manager and Restaurant Manager
1
2
3
4
5

Part 2C. Respond to the questions below providing detailed information

2c.1 Based on the data you have gathered who can you delegate the task, to train the team leaders to achieve the KPIs and standards? What could be some barriers the trainer may encounter? What strategies can you apply to support the trainer to overcome the barriers?

2c.2 Briefly explain how you plan to monitor the trainer's and trainee's progress. What action will you take to ensure the desired goals are achieved for all participants?

2c.3 What are some effective methods you could apply to support and motivate all participants?

2c.4 How do you acknowledge and celebrate individuals and group success?