Report on Staff Requirement

Question: Write report on staff requirement. Answer: 1. Preparation of roster for the fortnight MONDAY TUESDAY WEDNESDAY THRUSDAY FRIDAY SATURDAY SUNDAY Name Hours Hourly rate Pay Manager 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.