Report On Staff Requirement Answers Assessment Answer

Write report on staff requirement.
 

1. Preparation of roster for the fortnight 

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				MONDAY	TUESDAY	WEDNESDAY	THRUSDAY	FRIDAY	SATURDAY	SUNDAY
Name	Hours	Hourly rate	Pay
38.0	$25.00	£950.00	4 P.M. - 12 A.M.	4 P.M. - 9 P.M.	4 P.M. - 9 P.M.		4 P.M. - 12 A.M.	4 P.M. - 12 A.M.	4 P.M. - 12 A.M.
Supervisor	38.0	$19.00	#NAME?	10 A.M. - 3 P.M.		10 A.M. - 3 P.M.	10 A.M. - 6 P.M.	10 A.M. - 6 P.M.	10 A.M. - 6 P.M.	10 A.M. - 6 P.M.	24
Bar Person No.1	38.0	$13.00	#NAME?	12 P.M. - 5 P.M.		12 P.M. - 5 P.M.	12 P.M. - 5 P.M.
Bar Person No.2	#NAME?		#NAME?	4 P.M. - 12 A.M.	12 P.M. - 5 P.M.						39
Bar Person No.3	#NAME?		#NAME?		4 P.M. - 12 A.M.	4 P.M. - 12 A.M.
Employee #6	#NAME?		#NAME?
Employee #7	#NAME?		#NAME?
Employee #8	#NAME?		#NAME?
Employee #9	#NAME?		#NAME?
Employee #10	#NAME?		#NAME?
Employee #11	#NAME?		#NAME?
Employee #12	#NAME?		#NAME?
Employee #13	#NAME?		#NAME?
Employee #14	#NAME?		#NAME?
Employee #15	#NAME?		#NAME?
Employee #16	#NAME?		#NAME?
Employee #17	#NAME?		#NAME?
Employee #18	#NAME?		#NAME?
Employee #19	#NAME?		#NAME?
Employee #20	#NAME?		#NAME?

2. Sales Projection for each week

Sales Projection for First Week:-
	Morning Tea	Lunch	Afternoon Tea	Dinner	Total	Average Spending	Total Revenue
Monday	15	50	15	70	150	$30	$4,500
Tuesday	20	50	30	80	180	$30	$5,400
Wednesday	20	60	30	80	190	$30	$5,700
Thursday	30	80	20	90	220	$30	$6,600
Friday	35	100	30	120	285	$30	$8,550
Saturday	40	120	30	150	340	$30	$10,200
Sunday	30	100	30	130	290	$30	$8,700
TOTAL	190	560	185	720	1655	$30	$49,650
Sales Projection for Second Week:-
	Morning Tea	Lunch	Afternoon Tea	Dinner	Total	Average Spending	Total Revenue
Monday	15	50	15	70	150	$30	$4,500
Tuesday	30	50	20	80	180	$30	$5,400
Wednesday	30	65	30	90	215	$30	$6,450
Thursday	20	85	30	100	235	$30	$7,050
Friday	30	100	35	130	295	$30	$8,850
Saturday	35	150	40	200	425	$30	$12,750
Sunday	30	130	30	150	340	$30	$10,200
TOTAL	190	630	200	820	1840	$30	$55,200

3. Calculation of projected payroll

Calculation for Payroll Cost:-
												Payroll Cost for 1st Week	Payroll Cost for 2nd Week
Job Position	Customer Per Hour							Payroll Cost	Hours per Shift	Shift	Total Hours	Maximum Customer - 150 nos.	Maximum Customer - 200 nos.
	15	30	50	75	100	150	200
Management:
Manager	1	1	1	1	1	1	1	$25	38	1	38	$950	$950
Supervisor	1	1	1	1	1	1	1	$19	38	1	38	$722	$722
Front House:
Waiter	1	2	4	5	7	10	15	$13	38	1	38	$4,940	$7,410
Bartender	1	1	1	1	2	2	3	$13	38	1	38	$988	$1,482
Casual Staff	0	1	1	2	2	3	3	$16	3	4	12	$576	$576
Back House:
Casual Staff	2	3	4	5	6	9	10	$16	3	4	12	$1,728	$1,920
TOTAL	6	9	12	15	19	26	33					$9,904	$13,060

4. Calculation of projected payroll as a percentage of sales 

Calculation for Payroll Cost Percentage:-
Particulars		Amount
Total Sales in First Week	A	$49,650
Payroll Cost in First Week	B	$9,904
Payroll Cost Percentage in 1st Week	B/A	19.95%
Total Sales in Second Week	A	$55,200
Payroll Cost in Second Week	B	$13,060
Payroll Cost Percentage in 2nd Week	B/A	23.66%
Calculation for Payroll Cost Percentage inclg. Ancillary Cost:-
Particulars		Amount
Sales in First Week	A	$49,650
Add : Ancillary Cost	B	$8,441
Total Sales in First Week	C	$58,091
Payroll Cost in First Week	D	$9,904
Payroll Cost Percentage in 1st Week	C/D	17.05%
Sales in First Week	A	$55,200
Add : Ancillary Cost	B	$9,384
Total Sales in First Week	C	$64,584
Payroll Cost in First Week	D	$13,060
Payroll Cost Percentage in 1st Week	C/D	20.22%

5. Monitoring the effectiveness of roster

The responsibility of managing the staff roster is a key activity for any management. The major highlights for the purpose of preparing the roster plan are given below as follows:

• It needs to be ensured that the monitoring of the staff roster is done by a competent authority in correct number of amount and at right time.
• The team members of the organizations should have a reasonable amount of work loads and there is considerable amount of rest between each session for proper maintained of the roster activities.
• It can be observed that the maximum amount of pay in the roster is maximum for the mangers and minimum for the bar personnel.
• One of the most important aspects of the mentoring of the roster is the number of weekends offered to the staffs and the expectation made in the night duty of the employees in the bar.
• It needs to consider the number of routine shifts agreed by the staff member of the company.
• The monitoring activity involves the allotment of appropriate staff in the designated area of the specialized division of the roster chart. (Wood 2013).
• The human resource arrangement should be made available at all times for the purpose of proper allotment of the roster allocation of the days in the routine prepared for the employees and other working personals. (Guilding et al. 2014). 

6. Development of the roster planning process

In order to maintain an efficient roster and retain staff even in large corporations the management need to follows the above mentioned steps for the purpose of maintaining the roster:

• It is important to design the roster with individual names in an online environment. This will allow for the automatic updating of the employee list whenever there is any changes brought to employee routine.
• It is important to link the costing of the roster with the written rosters. The roster is maintained in separate subheadings, the new costs are revealed on daily basis. According to modern system maintaining the roster the cost elements are not only revealed but the roster plan also allows for appropriate amount of forecasting and budgeting to be performed on the roster data.
• The wage budget can be set on backward basis and the work can be preceded on backward basis. This means that the individual employees and the mangers are responsible for maintaining their individual rosters. This will allow the individual working in the organization to maintain the proper amount of roster amount in order to keep the data organized and allow for the meeting or exceeding of the wage budget.
• It is ideal for the businesses to maintain the flexibility in planning of the roster but the Bistro also need to consider that the customer gets the first priority for their orders to be fulfilled and to ensure that the order are met on time. In order to ensure this if the roster budget needs to employees late in the late then the company needs to keep the provision for the purpose of keeping this flexibility of allowing the change to happen.
• For the purpose of developing the roster plan the company needs 5to ensure that it has extra amount of people for the purpose of adjusting the roster routine in order to meet with the flexibility of the roster routine.
• Although the bistro is open for seven days a week, the roster is planned in such a way that each individual employee gets holidays two days in a particular week. This allows of the employees in the organization to rotate the work routine and have work life balance between the busy working hours of the shift. (Riley, 2014). 

Report on staff requirement

The staff requirement of the Bistro is segregated according to the job position and customer per hour. The job position has been further categorized into manager and supervisor. The front house staff has been categorized into waiter, bartender and casual staff. The back house has been categorized into casual staff. Based on the nature of service it has been observed that the highest number of staff is required as casual staff required are waiters in the restaurant. The total numbers of staff are segregated as per the customers per hour that need to serve. Hence it is observed that the number of the employees required to serve 200 numbers of the customers in the restaurant is 33, when the rate of customer attendance is 150 the number of staff which is needed is 26. Similarly more is the number of customers which is needed to be served; more is the number of requirement for the staff. (Buhalis and Crotts 2013). 

Reference List

Buhalis, D. and Crotts, J., 2013. Global alliances in tourism and hospitality management. Routledge.

Guilding, C., Lamminmaki, D. and McManus, L., 2014. Staff turnover costs: In search of accountability. International Journal of Hospitality Management, 36, pp.231-243.

Riley, M., 2014. Human resource management in the hospitality and tourism industry. Routledge.

Wood, R.C. ed., 2013. Key concepts in hospitality management. Sage.