LEARNERS GUIDE

ROSTER STAFF

Published by

HEART TRUST/NATIONAL TRAINING AGENCY

Produced by

Learning Management Services Department Gordon Town Road Kingston 7 Jamaica W.I.

This material is protected by copyright. Copying this material or any part of it by any means, including digital or in any form is prohiibited unless prior written permission is obtained from the HEART Trust/NTA

*** 2003***

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TABLE OF CONTENTS
PAGE Introduction.......................................................................................................................... Welcome ................................................................................................................... This Competency Unit.................................................................................................... Before You Start ............................................................................................................. Planning Your Learning Programme ............................................................................. Self-Assessment Checklist ............................................................................................. How To Use This Learners Guide ................................................................................ Using the Computer and Other Resources..................................................................... Method of Assessment.................................................................................................... Element 1: Develop and implement staff rosters ............................................................... Self-Assessment Checklist ........................................................................................... Element 2: Maintain staff records ....................................................................................... Self-Assessment Checklist ........................................................................................... 1 1 1 2 2 3 4 6 6 7 17 18 26

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INTRODUCTION Welcome Welcome to the Learners Guide for Unit of Competency Roster Staff. This is just one of a number of Learners Guides produced for the Commercial Food Preparation Skills stream of the Tourism and Hospitality Industry, and it is designed to guide you, the learner, through a series of learning processes and activities that will enable you to achieve the specified learning outcomes for the competency unit. The content of this guide was developed from the Competency Standard THHWPO0273A, which is one of the basic building blocks for the National Vocational Qualification of Jamaica (NVQ-J) certification within the industry. Please refer to your Learners Handbook for a thorough explanation of standards and competencies, and how these relate to the NVQ-J certification. You are also advised to consult the Competency Standard and Instrument for a better understanding of what is required to master the competency. This Competency Unit Roster staff addresses the knowledge and skills required for effectively rostering staff. The competency unit is of the following elements: Element 1: Element 2: Develop and implement staff rosters Maintain staff records

As you go through each element, you will find critical information relating to each one. You are advised to study them carefully so that you will be able to develop the necessary knowledge, skills and attitudes for rostering staff.

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Before you start Before you start this Learners Guide, you need to: a. Obtain a Learners Logbook that will be used to record evidence of your new skills/competence. As you demonstrate your new skills, record your activities and have your learning facilitator sign off on them. This will allow you provide evidence of your competence when you are being assessed against the competency standard. b. Ensure that you have access to the facilities and equipment necessary for learning. c. Ensure that your learning resources are available. d. Know and observe the occupational health and safety standards/practices for the industry. For example, ensure that you are wearing suitable clothing, that tools and equipment are safe, and that the correct safety equipment is used. e. Plan your learning programme (see below) f. Understand how to use this Learners Guide (see below) Planning your learning programme The following self-assessment checklist will assist you in planning your learning programme as it will help you to think about the knowledge and skills needed to demonstrate competency in this unit. As you go through the checklist will be able to find out what elements you have already mastered which ones you will need to pay more attention to as you go through the learning process. To complete the checklists simply read the statements and tick the Yes or No box.

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Self-Assessment Checklist - Roster staff

Element 1

Develop and implement staff rosters

Yes ( )

No ( )

1. 2.

I can develop rosters in accordance with award provisions and enterprise agreements I can ensure that rosters take account of the need to maximize operational efficiency and customers service levels while minimizing wages costs I can design rosters to meet requirements of wages/budgets wherever possible I can combine duties to ensure effective use of staff I can develop rosters based on consideration of most effective and appropriate mix of staff and skills available I can finalize rosters and communicate to appropriate colleagues within designated timelines Maintain staff records

( ) ( ) ( ) ( )

( ) ( ) ( ) ( ) ( ) No ( ) ( )

3. 4. 5. 6.

( ) Yes ( ) ( )

Element 2

1. 2.

I can complete time sheets accurately and within designated timelines I can update and maintain staff records accurately in accordance with enterprise procedures

If you ticked all or most of the Yes boxes then you might not need to go through the entire guide. Ask your learning facilitator to assist you in determining the most appropriate action you should take.

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If you ticked a few of the Yes boxes or none at all then you should work through all of the guide, even though some of the material may be familiar to you. Plan your learning based on your answers. Be sure to involve your learning facilitator in the planning process. How to use this Learners Guide This Learners Guide is designed to assist you in working and learning at your own pace. We suggest that you: Go through the sections/elements as they are presented (starting at Section 1) Check your progress at each checkpoint to ensure that you have understood the material Observe the icons and special graphics used throughout this guide to remind you of what you have to do to enhance your learning. The icons and their meanings are as follows:

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Complete Assessment Exercise This exercise requires you to think about the knowledge and skills that you have or will develop in this competency unit.

Definition Box Words/phrases are defined or explained in this box. The words/phrases being explained are in bold print.

Checkpoint This denotes a brain teaser and is used to check your understanding of the materials presented. No answers are provided for the questions asked.

Activity This denotes something for you to do either alone or with the assistance of your learning facilitator.

Reference Points you to the reference materials and other support documents or resources used in compiling the unit content. Ask your learning facilitator for help if you have any problems with the interpretation of the contents, the procedures, or the availability of resources Stop and complete each activity as you come to it. If the activity requires you to perform an actual task, be sure to tell your learning facilitator when you get to that activity so that he/she can make any arrangements Get your learning facilitator to sign and date the Learner Logbook when you have completed an activity Read the summary and complete the self-assessment checklist at the end of each section or element.

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When you have worked through all sections of the guide, complete the assessment exercise at the end of the document. When you can tick every Yes box, you are ready for assessment and should ask your learning facilitator to assist you in making the arrangement to have your performance assessed. Using the Computer and Other Resources Where your activities refer you to the library, computer and Internet resources, ask your learning facilitator to assist you with locating these resources. If you are getting your training in an institution, there may be a library and computer laboratory. If this is not the case, visit the local library and find out what resources are available. If you are new to the computer and the Internet, someone should be able to show you how to use these resources. Please note that in many of your activities you have been referred to information on the Internet. This is because the Internet has a vast amount of information that can help you in acquiring the particular competencies. We would like to advise you, however, that we cannot guarantee that all the sites will be available when you need them. If this happens, ask your learning facilitator to assist you with locating other sites that have the information you require. Method of Assessment Competency will be assessed while you are actually performing the tasks related to this competency, this may be in a real workplace or a simulated situation that accurately relates to the work situation. You are advised to consult the associated competency standard and assessment instrument for further details relating to the assessment strategies. You may now start your learning. Have fun while you work!

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ELEMENT 1:

DEVELOP AND IMPLEMENT STAFF ROSTER

LEARNING OUTCOMES

As you go through this element you need to ensure that you acquire the necessary knowledge, skills and attitude to enable you to develop and implement staff rosters. Your learning facilitator is there to assist you through the various activities. Upon completion you should be able to: 1. Develop rosters in accordance with award provisions and enterprise agreements. 2. Develop rosters taking into account the need to maximise operational efficiency and customer service levels while minimising wage costs. 3. Design rosters to meet wages/budgets requirements wherever necessary. 4. Combine duties to ensure effective use of staff. 5. Develop rosters based on consideration of the most appropriate and effective mix of staff and skills base available. 6. Finalise and communicate rosters to relevant personnel within designated timelines.

ROSTER

The roster refers to pattern of shifts and blocks of shifts. Staff rosters have a variety of designs because each roster is designed to satisfy the needs of a particular industry. Some rosters have permanent shift patterns, while others have rotating shift patterns. Shift Pattern The shift pattern consists of a cycle, which refers to the period required for a complete schedule of rotation. In other words, it is the number of blocks, or days, or weeks necessary to complete the shift pattern. For example, a roster may change every week; therefore, the cycle is weekly. In the hospitality industry, the shift pattern may change according to the seasons of the year, so that there is a summer roster, or a winter roster, which means that the cycle is a seasonal one.

Shift Successive periods of work (For e.g. 8 or 12 hours).

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Block The number of shifts that are worked between rest days, or before a change to another time of day.

Designing staff rosters in accordance with award provisions and enterprise agreements The award will have provisions for the number of hours of work per week to be completed, the wage or salary rate, the bonus The Award refers to the policy, among other benefits such as health. The conditions of employment of a employer usually sets the award, while in some particular employee or set of other cases it is created between the employer and employees within a particular either the employees or a union on behalf of the company or organisation. employees through negotiations.

CHECKPOINT Speak with a human resource manager in a hotel or restaurant, about award provisions created for the staff members.

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An enterprise agreement - sets out the minimum conditions for employees working in specific areas of work, in a similar fashion as an award. However, the enterprise agreements are created for a particular enterprise or project. For instance, there may be employment conditions set out in an enterprise agreement for restaurant workers, which differ from those for airline staff. As it is with awards, such agreements are made between employers in an industry and either the employees or a union on the behalf of the employees.

ACTIVITY: Have a group discussion on the importance of designing staff rosters in accordance with award provisions and enterprise agreements. Is it important? If yes, why? What can happen if rosters are not designed in accordance with the award provisions?

TYPES OF ROSTERS

Roster Design Variables Roster design - This takes into account the need to maximise operational efficiency and customer service levels, while minimizing wage costs. The best rosters are those that are designed to satisfy the restaurants/hotels needs. You must consider design variables when creating staff rosters. The term variable indicates that they can change from time to time. For example, the weather is variable, meaning it can change. The design variables include:

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Crew, team or panel refers to the number of people working in any one shift period on the same schedule.

The number of hours worked by individuals per

week
The number of shift crews available to do all the

necessary work
The number days worked per week

The rest days (single days, blocks of days) and weekends The duration of shifts The starting of shift times The hours between shifts The shift rotation (if any)

The number of hours worked The award provisions, the hours of operation of the establishment and the number of shift crews that are available to complete all the necessary work will determine the number of hours worked by each individual. The operational efficiency and customer service levels can be maximised depending on the hours worked. The shift length or duration The length or duration of each shift will vary according to the hours of operation, the nature of the work and the budget of the establishment. The length should not be too long to cause employees to suffer from fatigue towards the end of the shift. This can have a negative impact on customer service levels and productivity The rest days and weekends Sufficient rest time should be allocated during each cycle. This can be achieved by allowing persons the option of single days, blocks of days, or unbroken weekends. The mix of staff and skills When designing a roster, you should ensure that each team adequately covers all the necessary areas of work. For instance, in each shift there should be a food and beverage manager, or supervisor, and the quality of the food produced should be of the highest quality at all times. Serving staff should also be on the roster during each shift along with the necessary staff to keep the work and dining environment clean. In the hospitality industry, personnel have to be able to perform a variety of duties, therefore the staff members who serve and cook may also have to clean after a meal has been served.

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Rotating shifts and starting times of shifts Shifts can be rotated in a number of ways. However, the most recommendable is to move from earlier shifts to later ones allowing for proper rest time between the shifts. Changes from a later shift to an earlier one can reduce the rest time between shifts. Additionally, rotating shifts allows for all the crews to share the various shifts equally, and no one group has to adapt to working only on night shifts. Sometimes the shifts are fixed; this means that one person will keep the same shift over an extended period.

CHECKPOINT What could be the possible effects if staff members do not receive sufficient rest considering that they are working in a restaurant?

Exchange of shifts Shifts should be exchanged only for special reasons, given that the change will not cause extremely long week or daily hours for any individual. The supervisor should monitor the changes and the effects of the individuals shift pattern. Hand-over There should be appropriate ways of ensuring efficient and safe hand-over between shifts and to ensure that the new shifts are aware of all the occurrences and important matters that have come up in the workplace. For instance, if the chef at the end of a shift does not inform the chef who is about to begin a shift of any changes to the menu, or the number of guests expected problems could arise. Roster Pattern and length of cycle The roster pattern should be regular so that employees can arrange other areas of their life, for example their family and social lives around their working hours. The roster cycle should be as short as possible considering all the other variables.

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CHECKPOINT Speak with restaurant/hotel managers about their experience organising shift work and find out other issues that have to be considered.

Finalising and communicating rosters You should always ensure that the roster is easy to follow and understand, properly distributed for thorough review and well in advance of the beginning of the roster cycle. If possible, individual rosters can be given to staff members; it can be posted in an easily accessible area to which all workers have to go. Employees should also be given sufficient notice about changes to the roster.

OTHER CONSIDERATIONS

Safety and security You must always be aware of the security of staff members. For night shifts and afternoon shifts in particular, well-lit car parks and surroundings should be provided. If possible, there should be security personnel on patrol. In some instances, transportation can be provided. Breaks There should be at least one scheduled break for each person during his or her shift.

CHECKPOINT Speak with restaurant/hotel workers about their experience with shift work and find out how they balance work and other areas of their lives. (For e.g. recreational activities, family)

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Information and training All shifts should have access to staff meetings, training, and information relevant to the job. First Aid First aid facilities should be made available to all shift workers. There should be someone who is trained in first aid available on all shifts, and proper emergency procedures should be put in place. Emergency drills should also be used to practise the entire workforce in the use of the procedures. Facilities Rest areas should be available to all shifts. Casual Employees Allowance should be made for casual employees (who may be needed from time to time at peak periods when there is excessive workload for the staff members who work regularly). A special award provision can be created to determine the condition under which they should work.

Refer to: http://library.psa.org.nz

SAMPLE ROSTER PATTERNS

Now that you are aware of quite a few of the variables and considerations that should be made when designing rosters, let us look at some sample roster patterns that could be applied for a restaurant that serves meals throughout a 24 hour period.

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Seven - day rosters for a 24 hours operation 1. Roster with 4 teams rotating 8 hour shifts, 7 days per week Weeks 1 and 2 Team 1 2 3 4 M A D N / T A D N W A D N T N D / A F N D A Days of the Week S S M T N N / A A D D D D A A N N W A D N T A N D / F A N D S A N D S A N D

Weeks 3 and 4 Team 1 2 3 4 M N / A D T N A D W N A D T / A N D F A N D Days of the Week S S M T D D D D A A N N N N / A A W D N A T D / A N F D A N S D A N S D A N

D Day: 7:00 am 3 pm A Afternoon: 3:00 pm 11 pm N Night 11:00pm 7 am / - This indicates that the night shift ends on this day Note the following There are no more than four consecutive night shifts The sequence of the rotation is forward moving from day to afternoon to night The cycle last for four weeks The average hours per week of work are 42 hours There is one free weekend per cycle (or one per four weeks) 2. Roster with 4 teams rotating, 12 hour shifts, 7 days per week Weeks 1 3 Team 1 2 3 4 M D / N T D N W N D / T N D F / N D S N D S / N D M N D Days of the Week T W T F S D D N N / D D N D N N / S N D M / N D T N D W D / N T D N F N D D / S N D D S / N N

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Weeks 4 6 Team 1 2 3 4 M N D T / N D W N D T D / N F D N S N D / S N D M / N D Days of the Week T W T F S D D N / D N N / D D N N S N D / M N D T / N D W N D T / N D F N D S D / N S D N

Weeks 7 8 Team 1 2 3 4 M N D / T N D W / N D T N D F / N D Days of the Week S S M T W D D N N D D N / D N N / T / N D F N D S / N D S N D

D Day: 6am 6 pm N Night 6 pm 6 am Note the following

There is an average of 42 hours per week There are168 hours/week of work There is an eight - week cycle There is a maximum of two consecutive night shifts There are 96 hours break after each block of four shifts There are 24 hours break between day and night shifts

CHECKPOINT Which roster pattern is more cost-effective? Discuss in groups.

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ACTIVITY: Design a roster for a restaurant with three teams rotating five days per week (restaurant closed on weekends), with eight-hour shifts starting on a Monday and a four - week cycle, taking into consideration the many variables of roster design.

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ARE YOU READY TO PROVE YOU COMPETENCY? Now that you have completed this element, check to see whether if you have fully grasped all the components by doing the following Self-Assessment: Checklist 1 1. 2. I understand staff rosters in accordance with award provisions and enterprise agreements I know how to design rosters to meet requirements of wages/budgets where ever possible ( ) 3. I understand the importance of combining duties to ensure the effective use of staff ( ) ( ) ( ) Yes ( ) No ( )

4.

I know how to design roasters taking into consideration the appropriate mix of staff members and skill based available I know how to finalize rosters within designated timelines

( )

5.

( ) Checklist 2 1. 2. 3. 4. 5. 6. The rosters are designed according to award provisions and enterprise agreements The rosters maximize operational efficiency and customer services The rosters are designed to meet requirements of wages /budgets Roster duties are combined to ensure effective use of staff ( ) Roasters are developed based on appropriate staff mix e.g. skills The rosters are finalised and communicated effectively and appropriately ( ) ( ) Yes ( ) ( ) ( )

( ) No ( ) ( ) ( ) ( ) ( ) ( )

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ELEMENT 2:

MAINTAIN STAFF RECORDS

LEARNING OUTCOMES

As you go through this element, you need to ensure that you acquire the knowledge, skills and attitudes necessary for maintaining staff rosters in the hospitality industry. Your instructor is there to assist you through the different activities, so on completion you should be able to: 1. Complete and accurately designate time sheets within timelines. 2. Accurately update and maintain staff records in accordance with enterprise procedures.

TIME SHEETS

Time sheets contain information which may include the arrival and departure times, activities performed by individual workers, and the amount of time that is spent on each activity. Time sheets are necessary for the proper management of the resources in the industry. In an environment such as a restaurant, there are several resources that must be utilised efficiently. For example, there are food items, machinery and utensils such as plates and glasses that must be efficiently used. Always remember that the success of the business to a great extent depends on how the human resources are organised and on how the staff members use the available resources. Sometime sheets allow the supervisor to measure the exact quantity of work that is performed over a period of time. This information can help in designing the best work plans for staff to ensure that more accurate use of resources occurs. Types of time sheets Here are some examples of time sheet management:

Staff can record their arrival and departure times each day Staff members can record their weekly duties at the end of the week Staff members can record their daily duties at the end of the day Staff members can record their duties throughout each day over a period of time (e.g. a week)

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Accurate information is also important for costing purposes and for negotiating more accurate and realistic work plans in the future.

CHECKPOINT Think of some of the advantages and disadvantages of using the daily time sheet to record activities throughout the entire day.

Most organizations use time sheets to record the arrival and departure times of personnel. This information is very important for doing the payroll, as pay is often calculated according to the number of hours that are completed. There is a variety of methods for staff members to sign in and out: These include
Attendance books Time sheets/cards Magnetic badge card readers The cards are swiped in the reader ,which

electronically records the time of arrival and departure

Bar code label badge readers The cards are swiped in the reader, which

electronically records the time of arrival and departure

A PIN code can be entered. In this case, a computer can be used for tracking the

comings and goings of your staff. Devices that recognise people simply by reading their hand or fingerprint or retinas. The type of time sheet that gives the most detailed and accurate information is that which is completed after each task has been done or executed The information can be recorded on a form that shows:

The date and time the activity was completed The activity The procedure The resources that were used to complete the activity

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In the figure below is a sample of a daily timesheet and the codes and costing for the codes. Sample Daily Timesheet Name: Time (hours) 3 Date: Position Cooking 06 Activity Code Direct Cost (code and amount) 06 - $3000

Example Activity Codes: Example Costing for Activities 01 Peeling 02 Chopping 03 Dipping 04 Cutting 05 Serving 06 Cooking $500 per hour $500 per hour $500 per hour $500 per hour $800 per hour $1000 per hour

Staff members can report using a sheet like this for a set period of time such as a week, for use by the management to analyse how much work is completed by staff members and in how much time, and how much it costs to complete this work.

Remind staff members that honesty is the key in reporting on the time sheet, and give them clear deadlines to complete their time sheets.

Refer to: http://www.projectlearning.com/project-software/ http://www.bizjournals.com/extraedge/consultants/savvy_business_shopper/2 002/01/07/column270.html http://www.drugabuse.gov/IMPCOST/IMPCOST6.html Spears, Marion C., (2000). Foodservice Organisations: A Managerial and Systems Approach. New Jersey, Prentice-Hall, Inc.

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ACTIVITY: Design a time sheet that is to be completed every hour of the day for a staff member who carries out a variety of tasks in a restaurant. Outline how you would implement and communicate the time sheets. Ask your facilitator to guide you. (This can be a class presentation)

UPDATE AND MAINTAIN STAFF RECORDS

A major part of managing staff rosters is maintaining information on the staff as a whole. Maintaining staff records is an important part of office record management. These records provide vital information that can be used to solve problems and make decisions that affect the organisation.
DIFFERENT TYPES OF STAFF RECORDS

Document Description
EMPLOYMENT AND CAREER Written particulars of employment Contracts of employment, including the Certificate of Qualification or its equivalent and including the Senior Civil Service Changes to terms and conditions, including change of hours letters Job History - consolidated record of whole career and location details (paper or electronic) Promotion, temporary promotion and/or substitution documentation Record of previous service dates Training history HEALTH Health referrals, including medical reports from doctors and consultants, Medical/Self Certificates unrelated to industrial injury PAY AND PENSION Bank details current Housing advance Unpaid leave periods (maternity leave, etc) SECURITY Security personnel files

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ACTIVITY: Speak with the Human Resource Manager in a hotel or any organization about the types of staff records. Make a list and discuss with your peers and/or learning facilitator

Refer to:http://www.pro.gov.uk/recordsmanagement/standards/personnel.htm

REASONS FOR UPDATING AND MAINTAINING STAFF RECORDS

Maintaining staff records in a proper order can improve the efficiency of the organisation. If for instance, you need to find material on a staff member, and the filing system is not adequate, then time and productivity can be lost searching for the file. Without a programme that quickens information retrieval, business goals to improve and maintain the efficiency will not be achieved. Remember that keeping staff records in order will only yield benefits and will be of no disadvantage.
RECORD MANAGEMENT METHODS

There is a variety of ways in which staff records can be updated and maintained. The two most common methods used are:

Paper Electronic format

PAPER

Most staff records are kept in paper format and have to be kept in a secure holding area that has restricted access. This is important because staff records are considered to be confidential documents, and have to be handled with care. Only authorised personnel should have access to them. So after information is updated, the document must be stored away from unauthorised personnel.

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Always remember to keep the most important information on staff, and only the information that you have to keep. Paper data can become difficult to maintain if you have too much for the amount of storage space in the organisation.
STORING PAPER

Paper records also have to be secured from environmental factors that can also damage them and cause loss of information. The environmental factors include:
The temperature Paper should be stored at 18 C to 21 C. Temperatures that are too

high can cause yellowing and brittleness. The humidity should be at 50%. Humidity below 30% will cause dryness and brittleness, and humidity above 75% can cause moulding, discoloration and weakening of the paper. Light Both sunlight and artificial light can cause yellowing of paper and brittleness. Insects and rodents (mice, rats) These creatures can also damage to paper because many varieties will eat the paper. It is necessary to implement pest-control measures. How would you feel if everybody had access to your personal staff records?

CHECKPOINT Why is it important to limit the access to information about staff members to the managers or other authorised persons?

Refer to: Robek, Mary F., Brown, Gerald F, Stephens, David O. (1995). Information and Records Management. California, McGraw-Hill.

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COMPUTER TECHNOLOGY FOR UPDATING AND MAINTAINING STAFF RECORDS

The use of computer technology has greatly affected the way in which filing is organised in the modern organisation. To maintain staff records on computers or in an electronic format (diskettes, zip discs, or compact discs), it is important to apply a proper filing system. It can be very difficult to find information on a computer if the information is not put in a particular filing order.

Electronic records: Information that you need an electronic machine to read. Paper records: Information that a person can read without the use of a machine

There is a variety of software packages that facilitate record management. Some of the common types are Microsoft Office and the Corel Suite. Data in text format and in images (E.g. photos, and images of a birth certificate) can be stored with the use of different computer programmes and electronic machinery. Some organisations have special programmes that are created for their own business purposes, where staff records management and retrieval are made easy. Ensure that you learn how to protect information that is on the computer. Special passwords can be used to restrict access to staff records that are stored electronically.

ACTIVITY: Compare the use of paper and electronic method of record keeping of staff, and make a list of the advantages and disadvantages of using both methods.

Always make sure that the computer has enough capacity to store all the information that is to be used. And that there are backup electronic data for the most important records.

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RECORDS RETENTION AND DISPOSAL

Records retention: Keeping the records.

It is important that the organization takes a decision as to how long the staff records will be kept you decide how long, the staff records will be maintained and when they will be destroyed. This will assist managers in controlling the proliferation of records. This can reduce the cost of storage and can have the following advantages: reduce the cost of storage promote better use of office space reduce the risk of having confidential information exposed to unauthorized persons

In a restaurant environment for instance, you must decide, according to the enterprise procedures, what documents should be kept, and for how long. Some organizations will keep information on a staff member for several years after that person has left the organisation. The period of time for which staff information is kept will be determined by the various laws and policies concerning record retention in the foodservice or hospitality industry, or in the labour laws of the country.

CHECKPOINT Do you remember what an enterprise agreement is?

Remember that the record retention period will always be in the organisations best interest.

Refer to: Robek, Mary F., Brown, Gerald F, Stephens, David O. (1995). Information and Records Management. California, McGraw-Hill.

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ARE YOU READY TO PROVE YOU COMPETENCY? Now that you have completed this element, check to see whether you have fully grasped all the components by doing the following Self-Assessment:

Checklist 1

Yes ( ) ( )

No ( ) ( )

1. 2.

I understand how to accurately complete time sheets within designated timelines I understand the importance of updating and maintaining staff records in accordance with enterprise procedures

Checklist 2

Yes ( ) ( )

No ( ) ( )

1. 2.

Time sheets are completed accurately and within designated timelines Staff records are accurately updated and maintained in accordance with enterprise procedures

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