Bug: ID C6HM_Intensive_Your Name_120XXXXX_SITXHRM006_Evan_DateComment by Evan Chelios: Save your workbook as per this format. Copy and paste it and change the details Monitor Staff Performance...

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Bug: ID C6HM_Intensive_Your Name_120XXXXX_SITXHRM006_Evan_DateComment by Evan Chelios: Save your workbook as per this format. Copy and paste it and change the details Monitor Staff Performance SITXHRM006 Assessment 1 – Case Study Assessment 2 – Case Study Assessment 3 – Written Test Student NameComment by Evan Chelios: Fill in the details       Student ID       Group ID:       Contents ASSESSMENT COVER SHEET4 Student Agreement:4 Student Declaration:4 Due Dates and Submission:4 Assessment No.4 Assessment Method4 Assessment Description4 Assessment Due Date4 ASSESSMENT OUTCOME5 Student Feedback:5 ASSESSMENT 1 – CASE STUDY6 Scenario 16 Task 1: Monitor performance6 Task 2: Identify performance problems8 Task 3: Provide coaching11 Task 4: Follow-up coaching and counselling12 Scenario 213 Task 1: Identify performance problems13 Task 2: Conduct a formal counselling session14 Task 3: Document outcomes14 ASSESSMENT 2 – CASE STUDY16 Task 1: Prepare for performance appraisal16 Task 2: Conduct a performance appraisal19 Task 3: Document outcomes19 Task 4: Grievance procedures20 ASSESSMENT 3 – Written Test23 Trainer Confirmation:23 ASSESSMENT COVER SHEET This Assessment Cover Sheet outlines the requirements for assessment submission at Stanley College. Before any assessment/s can be accepted/marked by your trainer, this document must be signed for each unit completed. Student Name:      Comment by Evan Chelios: Fill in the details Group ID:       Student ID/Email Address:      @stanleycollege.edu.au Trainer Name:       Unit of Competence: SITXHRM006 – Monitor Staff Performance Student Agreement: By signing this Agreement, I confirm that I have read the Assessment Submission Guidelines, as detailed in the Student Handbook (available via www.stanleycollege.edu.au/downloads). In particular: · The work submitted is my own and does not contain another person’s work represented as my own. I understand that academic dishonesty is a breach of the Stanley College Code of Conduct and could lead to cancellation. I understand that I must acknowledge in an appropriate manner all information and sources of assistance used in my assessments. · If my trainer believes that my assessment has been plagiarised, then he/she must collect all evidence and refer the matter to the Course Coordinator and Student Support Officer. · I have followed all submission, presentation and file name guidelines outlined in the submission guidelines. I am aware that if I don’t follow required guidelines, this could result in my assessments being returned unmarked and/or fees being incurred. · I understand that I must not receive undue assistance or the unauthorised help of others in the preparation of my assessment work. · I will not allow other students to access or copy any of my assessment work. · I understand that if I am not satisfied with my assessment result, I have the right to appeal within 30 working days of receiving a result. (The Complaints and Appeals Process is available in the Student Handbook via www.stanleycollege.edu.au/downloads) Student Declaration: I hereby declare that I have read the above statement and that all the materials I submit for assessments are entirely my own and meet all of Stanley College’s assessment requirements. Student Signature:      Comment by Evan Chelios: Fill in the details Date:       Due Dates and Submission: Please confirm the due dates for all assessments for this unit with your trainer: Assessment No. Assessment Method Assessment Description Assessment Due DateComment by Evan Chelios: Ask the trainer for the dates Assessment 1       Case Study Due Date:       Assessment 2       Case Study Due Date:       Assessment 3       Written Test Due Date:       Assessments must be submitted by the due dates listed on this page, to the following locations: English – Submitted in person to trainer, handwritten. (Some assessments require electronic submission to your trainer) Health (Aged Care) – Submitted in person to trainer, handwritten. (Assessment for BSBITU201 requires electronic submission to your trainer) / Work Based Training portfolio submitted in person to your trainer (paper). Commercial Cookery/Patisserie (Certificate III only) – ([email protected] ) All assessments and Portfolio submitted electronically / Work Based Training portfolio submitted in person to James St front office (Paper). Commercial Cookery/Patisserie (Certificate IV only) /Hospitality – ([email protected]) All assessments to be submitted electronically. Security – Submitted in person to trainer, handwritten. Business – ([email protected]) All assessments to be submitted electronically. Translation and Interpreting – ([email protected]) All assessments to be submitted electronically. Early Childhood Education (Certificate III only) - Submitted in person to trainer, handwritten / Work Based Training portfolio submitted in person to your trainer (paper). Early Childhood Education (Diploma only) - ([email protected]) All assessments to be submitted electronically / Work Based Training portfolio submitted in person to your trainer (paper). Professional Year Program – All assessments are submitted in person (paper) to trainer or Program Manager/Internship portfolio submitted in person to the Program Manager (paper). All submitted assessments file names must include the following details (if electronically submitted): ASSESSMENT OUTCOME Assessment One (1): Outcome Satisfactory |_| Not Satisfactory |_| Resubmission Date:       Assessment Two (2): Outcome Satisfactory |_| Not Satisfactory |_| Resubmission Date:       Assessment Three (3): Outcome Satisfactory |_| Not Satisfactory |_| Resubmission Date:       Trainer’s Feedback:       Trainer’s Name:       Trainer’s Signature:       Date:       Students please note: Your results will be made available in your Student Portal. Your Trainer will also email you with feedback on your performance, including where gaps are identified. Please ensure you regularly login to your student portal and Stanley College email to check this information. All decisions, including Assessments Outcomes can be appealed. For more information please refer to our Complaints and Appeals Policy (available from Student Services team or via our website). Student Feedback: Please take the time to provide us with any feedback on your experience during the delivery and assessment experience by emailing us directly at [email protected] Alternatively you can complete the anonymous monthly student feedback survey. ASSESSMENT 1 – CASE STUDY Learner assessment guide and evidence This assessment requires you to monitor staff performance, provide supportive feedback and guidance for improving performance conduct, and conduct a performance appraisal, formal counselling and training session. You are required to do the following. · Complete all tasks in Scenarios 1, 2 and 3. · Read the scenarios and answer the questions. Scenario 1Comment by Evan Chelios: You need to read through the scenario and answer the questions. You are Sophie’s manager. Recently, you received feedback from other members of the team that her attitude toward customers is below organisational service standards. One team member described her as slow to help, unhelpful when she does and quick to pass the customer on to someone else if they require anything more than basic products or services. Task 1: Monitor performance Answer all the questions Q1:What are service standards? Q2:Where are an organisation’s expected service standards formally documented? Q3:You decide to monitor Sophie’s performance over the next week to determine the validity of the feedback and identify any performance issues. What techniques will you use to monitor her performance in the workplace? Q4:List and explain the five steps involved in assessing and managing underperformance through informal feedback and coaching. Step 1: Actual performance Step 2: Identify the performance gap Step 3: Clarify expected performance Step 4: Performance development Step 5: Follow up Task 2: Identify performance problemsComment by Evan Chelios: Answer the questions below, based on the scenario Scenario 1 (Cont)Comment by Evan Chelios: You need to read through the scenario (Cont) and answer the questions. You observed Sophie for one week and noted the following about her performance. Sophie has good communication skills and a friendly personality. She interacts well with other team members and is happy to offer assistance when they are completing lengthy or complex tasks. She handles customer enquiries and requests for most basic services quickly and competently. She asks for assistance from other team members if customer enquiries or requests for anything not normally offered by the business is a variation of existing products or services or requires her to make a decision. She always asks another team member to assist customers who are requesting a refund or complaining about products or services. Answer the questions Q1:Based on your observations and staff feedback, what area(s) of underperformance have you identified? Q2:What do you think are potential reasons for Sophie’s inability to meet performance standards in her job role? Q3:How are you going to investigate these potential reasons to determine the actual cause? Q4:Indicate when (e.g., time of day, before, during, after shift), where (e.g., in work area, in private, in formal/informal meeting) and the format you are going to use (e.g., formal/informal, discussion, counselling, meeting) to discuss your performance concerns with Sophie. Q5:Describe how you are going to communicate your observations and concerns about her performance to Sophie. Write what you would say to her. Remember, you should be giving positive and constructive feedback as well as discussing performance concerns. Scenario 1 (Cont)Comment by Evan Chelios: You need to read through the scenario (cont) and answer the questions. You conduct an informal counselling session with Sophie. When asked about why she doesn’t perform specific tasks she responds with the following information. She doesn’t know all the organisation’s products and services and their variations. She is unsure of her level of authority when handling customer complaints. She is unsure what she is allowed to offer them as compensation. She doesn’t know the correct procedure for processing a refund of the register terminal. Investigation of her employment records shows she completed the organisation’s induction program but her work area induction was incomplete due to staff shortages at the time. She has been working for the organisation for four months. Answer the questions Q1:How are you going to address these issues? Describe the options available to you to assist Sophie and address the performance problems. Q2:You decide to offer Sophie on-the-job coaching. What should you discuss and obtain from Sophie before organising coaching sessions? Q3:What do you need to organise before you can commence the coaching sessions? Q4:What are the five steps you are going to follow when demonstrating tasks to Sophie in the coaching session? Step 1 Step 2 Step 3 Step 4 Step 5 Q5:Other than coaching, how else can you inform Sophie of expected standards of performance for her job role, the team or the organisation? Task 3: Provide coachingComment by Evan Chelios: You will be conducting a Role Play in the classroom based on the scenario. You need to Complete and sign the coaching plan templateConduct the role play as instructed by your trainer You are required to participate in a role-play to deliver coaching to a colleague. The role-play should deliver coaching to address one of the performance issues identified in Tasks 2 and 3. The following resources are required to complete the role-play. A real or simulated work area in which to deliver coaching. All equipment and other resources required to deliver the coaching session based on the topic of delivery, for example, furniture, fittings, electronic equipment such as registers, products being sold, marketing or other materials required to provide information or service, organisational documentation required to complete role-play task such
Answered 1 days AfterJul 18, 2021SITXHRM006Training.Gov.Au

Answer To: Bug: ID C6HM_Intensive_Your Name_120XXXXX_SITXHRM006_Evan_DateComment by Evan Chelios: Save your...

Parul answered on Jul 19 2021
143 Votes
Bug: ID
    C6HM_Intensive_Your Name_120XXXXX_SITXHRM006_Evan_Date    Comment by Evan Chelios: Save your workbook as per this format. Copy and paste it and change the details
Monitor Staff Performance
SITXHRM006
Assessment 1 – Case Study
Assessment 2 – Case Study
Assessment 3 – Written Test
    
    Student Name    Comment by Evan Chelios: Fill in the details
    
    Student ID
    
    Group ID:
    
Contents
ASSESSMENT COVER SHEET    4
Student Agreement:    4
Student Declaration:    4
Due Dates and Submission:    4
Assessment No.    4
Assessment Method    4
Assessment Description    4
Assessment Due Date    4
ASSESSMENT OUTCOME    5
Student Feedback:    5
ASSESSMENT 1 – CASE STUDY    6
Scenario 1    6
Task 1: Monitor performance    6
Task 2: Identify performance problems    8
Task 3: Provide coaching    11
Task 4: Follow-up coaching and counselling    12
Scenario 2    13
Task 1: Identify performance problems    13
Task 2: Conduct a formal counselling session    14
Task 3: Document outcomes    14
ASSESSMENT 2 – CASE STUDY    16
Task 1: Prepare for performance appraisal    16
Task 2: Conduct a performance appraisal    19
Task 3: Document outcomes    19
Task 4: Grievance procedures    20
ASSESSMENT 3 – Written Test    23
Trainer Confirmation:    23
ASSESSMENT COVER SHEET
This Assessment Cover Sheet outlines the requirements for assessment submission at Stanley College. Before any assessment/s can be accepted/marked by your trainer, this document must be signed for each unit completed.
    Student Name:          Comment by Evan Chelios: Fill in the details
    Group ID:
    Student ID/Email Address:      @stanleycollege.edu.au
    Trainer Name:
    Unit of Competence: SITXHRM006 – Monitor Staff Performance
Student Agreement:
By signing this Agreement, I confirm that I have read the Assessment Submission Guidelines, as detailed in the Student Handbook (available via www.stanleycollege.edu.au/downloads). In particular:
· The work submitted is my own and does not contain another person’s work represented as my own. I understand that academic dishonesty is a breach of the Stanley College Code of Conduct and could lead to cancellation. I understand that I must acknowledge in an appropriate manner all information and sources of assistance used in my assessments.
· If my trainer believes that my assessment has been plagiarised, then he/she must collect all evidence and refer the matter to the Course Coordinator and Student Support Officer.
· I have followed all submission, presentation and file name guidelines outlined in the submission guidelines. I am aware that if I don’t follow required guidelines, this could result in my assessments being returned unmarked and/or fees being incurred.
· I understand that I must not receive undue assistance or the unauthorised help of others in the preparation of my assessment work.
· I will not allow other students to access or copy any of my assessment work.
· I understand that if I am not satisfied with my assessment result, I have the right to appeal within 30 working days of receiving a result. (The Complaints and Appeals Process is available in the Student Handbook via www.stanleycollege.edu.au/downloads)
Student Declaration:
I hereby declare that I have read the above statement and that all the materials I submit for assessments are entirely my own and meet all of Stanley College’s assessment requirements.
    Student Signature:          Comment by Evan Chelios: Fill in the details
    Date:
Due Dates and Submission:
Please confirm the due dates for all assessments for this unit with your trainer:
    Assessment No.
    Assessment Method
    Assessment Description
    Assessment Due Date    Comment by Evan Chelios: Ask the trainer for the dates
    Assessment 1
    
    Case Study
    Due Date:
    Assessment 2
    
    Case Study
    Due Date:
    Assessment 3
    
    Written Test
    Due Date:
Assessments must be submitted by the due dates listed on this page, to the following locations:
English – Submitted in person to trainer, handwritten. (Some assessments require electronic submission to your trainer)
Health (Aged Care) – Submitted in person to trainer, handwritten. (Assessment for BSBITU201 requires electronic submission to your trainer) / Work Based Training portfolio submitted in person to your trainer (paper).
Commercial Cookery/Patisserie (Certificate III only) – ([email protected] ) All assessments and Portfolio submitted electronically / Work Based Training portfolio submitted in person to James St front office (Paper).
Commercial Cookery/Patisserie (Certificate IV only) /Hospitality – ([email protected]) All assessments to be submitted electronically.
Security – Submitted in person to trainer, handwritten.
Business – ([email protected]) All assessments to be submitted electronically.
Translation and Interpreting – ([email protected]) All assessments to be submitted electronically.
Early Childhood Education (Certificate III only) - Submitted in person to trainer, handwritten / Work Based Training portfolio submitted in person to your trainer (paper).
Early Childhood Education (Diploma only) - ([email protected]) All assessments to be submitted electronically / Work Based Training portfolio submitted in person to your trainer (paper).
Professional Year Program – All assessments are submitted in person (paper) to trainer or Program Manager/Internship portfolio submitted in person to the Program Manager (paper).
All submitted assessments file names must include the following details (if electronically submitted):

ASSESSMENT OUTCOME
    Assessment One (1): Outcome
    Satisfactory |_|
    Not Satisfactory |_|
    Resubmission Date:
    Assessment Two (2): Outcome
    Satisfactory |_|
    Not Satisfactory |_|
    Resubmission Date:
    Assessment Three (3): Outcome
    Satisfactory |_|
    Not Satisfactory |_|
    Resubmission Date:
    Trainer’s Feedback:
    
    Trainer’s Name:
    
    Trainer’s Signature:
    
    Date:
    
    Students please note:
Your results will be made available in your Student Portal. Your Trainer will also email you with feedback on your performance, including where gaps are identified. Please ensure you regularly login to your student portal and Stanley College email to check this information. All decisions, including Assessments Outcomes can be appealed. For more information please refer to our Complaints and Appeals Policy (available from Student Services team or via our website).
Student Feedback:
Please take the time to provide us with any feedback on your experience during the delivery and assessment experience by emailing us directly at [email protected]
Alternatively you can complete the anonymous monthly student feedback survey.
ASSESSMENT 1 – CASE STUDY
Learner assessment guide and evidence
This assessment requires you to monitor staff performance, provide supportive feedback and guidance for improving performance conduct, and conduct a performance appraisal, formal counselling and training session.
You are required to do the following.
· Complete all tasks in Scenarios 1, 2 and 3.
· Read the scenarios and answer the questions.
Scenario 1    Comment by Evan Chelios: You need to read through the scenario and answer the questions.
You are Sophie’s manager. Recently, you received feedback from other members of the team that her attitude toward customers is below organisational service standards. One team member described her as slow to help, unhelpful when she does and quick to pass the customer on to someone else if they require anything more than basic products or services.
Task 1: Monitor performance
Answer all the questions
    Q1:    What are service standards?
    Ans1. Service standard enables to specify what are required expectations to be achieved while engaging with customers with respect to service. As a service provider these standards takes into consideration accuracy, suitability and timeliness. Essentially these standards offer core values and key parameters that are required to be implemented to achieve required quality standards.
    Q2:    Where are an organisation’s expected service standards formally documented?
    
Ans2. Service standard is easily provided on the intranet of an organisation for all the employees and workforce to be referred and complied with. It is also stored in hard copy that is easily accessible for all the employees. Moreover, it is presented to the new joiners during Employee Induction.
    Q3:    You decide to monitor Sophie’s performance over the next week to determine the validity of the feedback and identify any performance issues.
    What techniques will you use to monitor her performance in the workplace?
    
Ans3. First technique that I will leverage is to establish strong performance expectations.
Second technique is to assess attitude, behaviour and performance
Third technique is to compare performance with actual standards.
Fourth technique is to analyse performance and implement corrective measures
    
Q4:    List and explain the five steps involved in assessing and managing underperformance through informal feedback and coaching.
    Step 1: Actual performance
Performance which is actually delivered primarily encompasses the investigation of performance. This includes what are the goals achieved, how things are happening at grass-root level. Misses are due to external factors or largely because of error occurred by the employee. Finding out if there are any training given to coach or mentor the employee. Any evidences which can provide insight to how many deadlines are missed or perhaps any issues which are raised.
Step 2: Identify the performance gap
Performance gap is difference between what is expected and what is actually delivered. What one desire from someone and what one is receiving. One can assess the gaps by establishing the KPIs, policies as well as procedures in the workplace. One can also leverage Job Description of particular role to assess the gaps in performance.
Step 3: Clarify expected performance
It is very important to have open and clear communication with the employee in order to clarify the employees what is expectation from them. For instance, setting Goals with employees and clearing the service standards.
Step 4: Performance development
Development of performance is to establish the performance of the employee by the virtue of training as well as offering the necessary resources that can enhance the productivity of the work. Primarily the concentration should be on problem instead of making it personal. One needs to adjust the work load as well as offer them consistent source of motivation.
Step 5: Follow up
Follow up is very important to maintain achieved momentum. Checking the performance on regular interval of time. Engage the employee with productivity activities and look for any gaps in skill that can be fulfilled with trainings.
At the end, feedback is crucial for success that helps employee to connect with their progress, strengths and area of improvements. This can enable to boost their spirit.
Task 2: Identify performance problems    Comment by Evan Chelios: Answer the questions below, based on the scenario
Scenario 1 (Cont)    Comment by Evan Chelios: You need to read through the scenario (Cont) and answer the questions.
You observed Sophie for one week and noted the following about her performance.
Sophie has good communication skills and a friendly personali
ty. She interacts well with other team members and is happy to offer assistance when they are completing lengthy or complex tasks.
She handles customer enquiries and requests for most basic services quickly and competently.
She asks for assistance from other team members if customer enquiries or requests for anything not normally offered by the business is a variation of existing products or services or requires her to make a decision. She always asks another team member to assist customers who are requesting a refund or complaining about products or services.
Answer the questions
    Q1:    Based on your observations and staff feedback, what area(s) of underperformance have you identified?
    
Ans1. Performing a deep dive in the present case study, it is evident that Sophie is a diligent and hard-working girl. She is dedicated towards her work and skilled at her work. Wherever possible she helps her peers. However, recently she has faced certain problems at her work which have raised many eye-brows. Situation is that she has asked her team member to engage with customers if they are looking for a refund or perhaps will be unable to confront in the condition where customers are constantly bickering for service and products.
    Q2:    What do you think are potential reasons for Sophie’s inability to meet performance standards in her job role?
    
Ans2. I believe there are rational because of which Sophie is unable to meet her performance goals. She faced challenge in taking strong decisions in her job. It appeared she was confused and panic in the process. Secondly, Sophie lacks required confidence to handle difficult situation as she reluctant to create any contact with the customers who receives complaints or perhaps have any enquires which are essential to be met.
    Q3:    How are you going to investigate these potential reasons to determine the actual cause?
    
Ans3. First and foremost, I will connect with Sophie and initiate an open conversation with her. In this meeting, it is always good to first begin with the strengths of the candidate and then come to areas of improvement. It is very important also to hear the other side of the story and listen to what she has to say. After listening to all the parts of the story, one can develop performance development plan. For a hard-working girl like Sophie it isn’t difficult to master any skill but it requires consistent efforts and focus. Secondly, will also conduct team meetings where there is open dialogue among colleagues and enhance the team dynamics.
    Q4:    Indicate when (e.g., time of day, before, during, after shift), where (e.g., in work area, in private, in formal/informal meeting) and the format you are going to use (e.g., formal/informal, discussion, counselling, meeting) to discuss your performance concerns with Sophie.
    Ans 4. I will enable to get the required resources and trainings to improve her performance. I will ensure that she is aware about the appraisal discussion before she is in the office. First is to shre email communication which inform regarding the meeting time, place as well as venue. It is a best practice to document the conversation which can be referred later by the employee or management.
    
Q5:    Describe how you are going to communicate your observations and concerns about her performance to Sophie. Write what you would say to her. Remember, you should be giving positive and constructive feedback as well as discussing performance concerns.
    
Ans 5. I shall begin the conversation with her positives, strengths and achievement. Refreshing her first day in office and then moving ahead for so many years. Clearly communicating that she is doing a good job but off lately she has found certain issues regarding performance that can be worked upon. Explain the issue that was reported and customer communication that was conducted. Understanding the reasons behind this behaviour. Understanding if there is any requirement of any training or perhaps resources that can enable her to perform her duties.
Scenario 1 (Cont)    Comment by Evan Chelios: You need to read through the scenario (cont) and answer the questions.
You conduct an informal counselling session with Sophie. When asked about why she doesn’t perform specific tasks she responds with the following information.
She doesn’t know all the organisation’s products and services and their variations.
She is unsure of her level of authority when handling customer complaints. She is unsure what she is allowed to offer them as compensation.
She doesn’t know the correct procedure for processing a refund of the register terminal.
Investigation of her employment records shows she completed the organisation’s induction program but her work area induction was incomplete due to staff shortages at the time. She has been working for the organisation for four months.
Answer the questions
    Q1:    How are you going to address these issues? Describe the options available to you to assist Sophie and address the performance problems.
    Ans1. I can converse with Sophie in regards to this load of issues or I can get some information about her exhibition and issues happing with her or as it says she has not taken care of job region acceptance so I can check every one of the records to resolve every one of the issues happing with Sophie execution.
I can request that Sophie give her hands on instructing. This can be acceptable approach to fabricate trust in herself about giving clients grumblings and discounting them and furthermore will give her full information on doing this things ventures by steps. I will give her all archives including organization's strategy and makers and featured the central matters in reports How to dealing with client objections and the approach and technique of discounting clients and will give her workspace acceptance which she has not done at this point. Will give her every one of the new items subtleties and their substitute and so on
    Q2:    You decide to offer Sophie on-the-job coaching. What should you discuss and obtain from Sophie before organising coaching sessions?
    
Ans2. - What's the intention behind this training
- When will do the instructing
- How will do instructing
- Where will do this instructing
- If anything needs to bring to do this training
- Or what organization will give to do this training.
Need to acquire from Sophie: -
- I will talk about with her prior to doing hands on instructing in case she is glad to do that, as certain occasions individuals feel - anxious to do training or preparing, all things considered, or before clients.
- I will ask her what time will be appropriate for her to do the training.
- What day she is accessible.
- If she need some other region to further develop let me know.
    
Q3:    What do you need to organise before you can commence the coaching sessions?
    
- Need to arrange the archives to keep record this training.
- All the approach and strategies archives to pass out her and tell her the way the best way to do every one of the things bit by bit and as per strategy and methods.
- Any different archives. For instance any discount record sheet and other miscellaneous activities.
- Date, Time and Place
- If need to do any internet preparing or acceptance prior to instructing.
- Any genuine client objection to show her or to utilize that as model, how to deal with the client grievances.
    Q4:    What are the five steps you are going to follow when demonstrating tasks to Sophie in the coaching session?
    Stage 1 Introduce the assignment :- at the outset, need to inform Sophie regarding the errand, what's the intention behind this exhibition.
Stage 2 Demonstrate at ordinary speed:- Need to show the errand to Sophie with no verbal talk except for certain individuals like to talk while exhibiting with this they can enlighten more things regarding an exhibit to the watcher.
Stage 3 Demonstrate gradually: - This time need to talk verbally with them. I will reveal to Sophie everything about the assignment shows in verbal.
Stage 4 Trainee illustrates: - This is when Sophie will play out the errand and show what she realizes.
Stage 5 Give Feedback with Constructive criticism: - I will give her input about her exhibition and will urge her to play out her work well.
    Q5:    Other than coaching, how else can you inform Sophie of expected standards of performance for her job role, the team or the organisation?
    
Ans 5. Other than instructing, I can give her association's arrangement and strategies record, where she can know every one of the normal guidelines of execution which need to follow or I can converse with her verbally about the whole anticipated norm. I can likewise send her the duplicate of the guidelines in her email or can give her in the enlistment cycle.
Task 3: Provide coaching    Comment by Evan Chelios: You will be conducting a Role Play in the classroom based on the scenario. You need to Complete and sign the coaching plan templateConduct the role play as instructed by your trainer
You are required to participate in a role-play to deliver coaching to a colleague.
The role-play should deliver coaching to address one of the performance issues identified in Tasks 2 and 3.
The following resources are required to complete the role-play. A real or simulated work area in which to deliver coaching.
All equipment and other resources required to deliver the coaching session based on the topic of delivery, for example, furniture, fittings, electronic equipment such as registers, products being sold, marketing or other materials required to provide information or service, organisational documentation required to complete role-play task such as dockets, refund or complaint forms.
Organisational policies and procedures relevant to the role-play topic, for example, refund procedures, customer complaint policy and complaint handling procedures. Workplace or training organisation policies and procedures can be used.
How to Insert a Document as OBJECT    Comment by Evan Chelios: Read the instructions hoe to insert Documents as Objects. Regarding your practical’s templates once you have completed the Role Plays you need to:To take a photo of the documentSave it in a PDF FormatInsert it as Object in the designated Practical box
    DOCUMENT Object Insert
    
Learner instructions
You are delivering coaching to Sophie in the workplace to address a performance issue identified in Tasks 2 and 3.
Read your workplace or training environment’s policies and procedures relevant to the coaching session topic prior to commencing the role-play.    Comment by Evan Chelios: You can use the Employee Handbook Below
During the role-play, you are required to demonstrate the following skills and knowledge. Conduct a
· training session in line with established organisational procedures.
· Use feedback and coaching to address performance problems.
· Provide effective feedback and coaching to a team member.
· Conduct the role-play.
    Employee    Comment by Evan Chelios: Review the Employee Handbook
Handbook
    Coaching Plan    Comment by Evan Chelios: Complete the Coaching Plan for Mason and Conduct the Role Play. The template will be given to you by your trainer. You have to Hand Write the Counselling report. Once completed you will INSERT as AN OBJECT. See instructions Above
    
    
Task 4: Follow-up coaching and counselling
Answer all the questions.
    Q1:    You need to follow up the outcomes of Sophie’s coaching session. What techniques do you use to evaluate the outcomes of the informal counselling and coaching sessions?
    
- By posing inquiries while instructing
- By posing inquiries utilizing various inquiries procedure toward the finish of the instructing meeting
- By requesting that she play out every one of the errands bit by bit what she realize in the training.
- Getting input from her associates.
- Go and check without anyone else in case she is working with right methodology or not.
    Q2:    What information do you record about Sophie’s performance issue and its resolution?
    She has not tackled her job region acceptance data need to record to explain to the motivation behind why she was not performing admirably.
· All the input you got from her associates.
· What was the issues individually in composed?
· What's more, for goal: -
· Hands on instructing record
· Hiding meeting record
· Her web based preparing and enlistment record
· Any composed inquiries or test to assess her presentation after the instructing meeting.
    Q3:    Where would you record this information and why do you record it?
    
I will record this data in Sophie document. I make a record with record with Sophie name put down on it and account every one of the reports, instructional course, training records, any directing meeting. Her acceptance record that it has done.
We need to record these reports on the off chance that we need it the future to show as confirmation that we tackled our work by giving her all the data and preparing.
In the event that anything occurs with Sophie while working or then again on the off chance that anything occurs with client by Sophie so we can show that we gave her all the preparation and it's not our flaw.
    Q4:    What techniques do you use in the weeks after coaching is completed to ensure Sophie applies her new skills and knowledge successfully?
    
- By placing her in the circumstance where she needs to utilize every one of her abilities which she acquires in instructing meeting.
- Let her to do the assignments which she was absence of certainty.
    Q5:    Sophie has successfully incorporated her new skills and knowledge into her everyday tasks and is now meeting individual performance standards. How do you acknowledge her achievement and encourage her to continue to strive for excellence?
    
Will do a presentation examination meeting to reveal to her that she is performing very well at this point. She is utilizing every one of the strategies while working which she learnt in instructing meeting. I got a positive input and reaction from her associates about your presentation now and I can likewise see since you are fulfilling all the exhibition guidelines.
I will urge all her perform well and will ensure that she got all the data and new strategy and techniques to keep update herself. I will give her a best specialist of the day authentication to urge her to keep on making progress toward greatness.
Scenario 2    Comment by Evan Chelios: You need to read through the scenario and answer the questions.
Mason has worked for the business for two years. Until recently, he has always met performance expectations.
For the last month his punctuality and appearance has been steadily declining and he no longer meets organisational dress code standards for grooming and uniform. Feedback from team members is he is often distracted, on his phone sending text messages and is absent from the work area for periods of time. He has taken four sick leave days in the last month. Until then he had only taken two days of sick leave in the last two years.
Mason’s poor performance is affecting the team. They are struggling to maintain customer service standards and meet deadlines. Members of the team are becoming frustrated with his attitude and level of contribution. He is often short-tempered and quite abrupt when responding to questions from other team members. Your observations are supported by feedback from team members. Three customers have written negative feedback about Mason in customer satisfaction forms.
Task 1: Identify performance problems
Answer the questions.
    Q1:    Based on scenario information, what area(s) of underperformance have you identified?
    
He isn't prompt and not fulfilling the clothing standard guidelines for preparing and uniform. Utilizing telephone and missing from the work. He has taken four debilitated leave in last month and he is irritable.
    Q2:    What do you think are potential reasons for Mason’s inability to meet performance standards now when he has achieved them consistently in the past?
    
The potential reasons can be :-
1. Maybe his significant other getting divorce from him and her attorney continue informing him and squeezing him.
2. Possibly his child/girl or spouse in medical clinic and he need to utilize telephone without fail.
3. Or on the other hand perhaps his mom or father are debilitated or any significant issues.
    Q3:    You have decided to hold a formal counselling session with Mason. What are two things you should investigate before meeting with Mason?
    
Inner factor:- inside factor can be not sufficient opportunity, an excessive amount of work, terrible equipment's, no enough staff
Outer factor:- Any other work, Visa issue, Family issue
    Q4:    How do you conduct a formal counselling session? List three things that are included in a formal session.
    
At the point when casual directing neglect to further develop execution then we have utilized formal guiding meeting.
Three things can be remembering for the proper meeting is record, have record of all the meeting and gatherings, trainings. Ensure every one of the records get marked, hand out to one another and the last improvement plan at end.
Task 2: Conduct a formal counselling session    Comment by Evan Chelios: You will be conducting a Role Play in the classroom based on the scenario. You need to Complete in handwriting and sign the Counselling Session template given to you by your trainerConduct the role play as instructed by your trainer
You are required to participate in a role-play to conduct a formal counselling session with a colleague.
The role-play should use structured counselling to address the performance issues identified in Task
The following resources are required to complete the role-play.
· A real or simulated work area in which to deliver the formal counselling, such as an office or meeting room.
· Organisational policies and procedures relevant to the role-play topic, for example, human resource procedures for formal counselling and the organisation’s code of conduct and dress code. Workplace or training organisation policies and procedures can be used.
Learner instructions
You are conducting a formal counselling session with Mason to address performance issues identified in Task 1.
· Read the information provided below to assist you during your counselling session.
· Read your workplace or training environment’s policies and procedures relevant to the delivery of formal counselling prior to commencing the role-play.
· During the role-play, you are required to demonstrate the following skills and knowledge.
· Conduct a formal counselling session when needed according to organisational procedures.
· Provide effective feedback and counselling to a team member.
· Evaluate factors contributing to poor staff performance.
· Discuss and agree on possible solutions with the team member.
· Document the main topics discussed during the counselling session and any solutions agreed upon between you and Mason. These notes will help you complete Task 3.
· Conduct the role-play.
Task 3: Document outcomes
· Use the counselling template below complete Task 3.
· Complete the HR record by documenting the details and agreed outcomes of your formal counselling session with Mason.
· Conduct the Role Play
    Employee     Comment by Evan Chelios: Review the Employee Handbook
Handbook
    Mason     Comment by Evan Chelios: Read the Performance Appraisal for Mason
Info
    Counselling Summary    Comment by Evan Chelios: Complete the Counselling Summary for Mason and Conduct the Role Play. The template will be given to you by your trainer. You have to Hand Write the Counselling report. Once completed you will INSERT as AN OBJECT. See instructions Above
    
    
    
Answer all the questions.
    Q1:    You need to follow up the outcomes of Mason’s counselling session. How can you evaluate if the actions taken as a result of the formal counselling session have had a positive effect on Mason and the team?
    
After each directing meeting or instructional course we need to ensure that we are following up the results of those meetings. To follow up we can do perception, We can notice their exhibition by our self.
    Q2:    Where would you file the completed counselling summary? Why?
    
We can record the finished guiding synopsis into a different report with the worker's name on it. So when we need it we don't have to go through from all the record we can simply look by looking worker's name.
We can likewise utilize web to save this records as we can never lose it from that point.
Or then again we can utilize a hard drive to save every one of the information and keep that equipment in a safe so we don't free anything.
ASSESSMENT 2 – CASE STUDY
Scenario 3    Comment by Evan Chelios: You need to read through the scenario and prepare for the Role Play
Kris is one member of a team responsible for stock control within the organisation. He places orders for products and services, receives and checks deliveries, conducts stocktakes of storage areas and provides product costs to outlet or customer service managers.
He has worked for the organisation for five years and you are about to complete his annual performance appraisal.
Kris is a good, reliable employee who knows his job role well. Feedback from his direct supervisor indicates he completes his assigned tasks every day but never takes on additional work without being specifically requested to. If it is a quiet day, he will go and chat to other staff members rather than show initiative and ask what other tasks can be done.
In the last six months, errors have started to appear in his work. Several delivery forms have been incorrectly completed and incorrect orders placed for larger than required quantities on at least five occasions that you know of. You have copies of delivery dockets and order forms Kris has completed to support your observations and the supervisor’s feedback. These inaccuracies have led to increased wastage as poor quality stock has been accepted when it should have been rejected. Kris was provided guidance and offered assistance when they were first identified but he rejected all assistance, saying they were one-off occurrences.
Task 1: Prepare for performance appraisal
Read the information provided below to assist in completing Task 1.
    Previous Year Performance Apparaisal_INFO_Kris
    Self-Performance Appraisal_INFO_Kris
    
    
Answer all the questions.
    Q1:    Kris has worked for the organisation for some time. How would expected standards of performance be communicated to Kris during this period?
    
The normal guidelines can be impart to Chris at the extremely quick time when he start work in enlistment. Or on the other hand We can give him printed copy of the norms and protection and strategies and we can make accessible for him and different representatives to get that from web.
    Q2:    What is the role of a performance appraisal system in an organisation?
    
Organization and representative both get criticism from one another about their work and benefits and create.
It is the way or system to tell representatives that how they are performing or then again in the event that anything needs to change in their presentation or then again in the event that they need any preparation or directing and examining about the criticism we get about them from client, their partners or directors and so on
    Q3:    You are preparing for the appraisal. Briefly explain the steps you follow during the preparation process.
    Stage 1 Gather execution information: - The main thing we need to accumulate all the data in regards to worker's exhibition. This will permit us to give reasonable and positive input about a representative.
Stage 2 Schedule the evaluation: - Once we have gathered every one of the information this is an ideal opportunity to plan the meeting. We should give them a lot of notice to remind them for their examination and they can fill their assessment structure.
Stage 3 Prepare for the evaluation meeting: - And the last point is planning for examination. We need prepare every one of the records which we may need or need in the gathering and need to book the space for meeting. Need to get ready the number of seats we need, need to give water, espresso or tea if meeting will be long. Ensure nobody upset you while you doing examination and attempt to try not to rate inclination
    Q4:    Prior to the formal appraisal, Kris is asked to complete a self-appraisal. What is a self-appraisal?
    This includes asking worker to self-assess their work execution. It is somewhat worker's own judgment about the nature of their work.
    Q5:    Your organisation uses a graphic rating scale as their appraisal method. Briefly explain this method.
    Realistic rating scale technique functions as though requesting to rate somebody execution from one to ten. Or on the other hand when we use client criticism structure to realize how probable they like your food Best great Bad.
    
Q6:    You need to give Kris formal notification of the appraisal session. How much notice do you give him, what do you tell him and how do you send the notification?
    
I will mention to him what is date of the evaluation meeting and what will be the time span of this meeting. Where it will be. What archives worker needs to bring or needs to get ready prior to coming to do the evaluation and the entirety of this data I will offer representative to send as an instant message or send an email and will proceed to converse with them by and by or will utilize organization's application or any online framework to inform representative regarding this meeting.
    Q7:    Where should the meeting be held?
    
It ought to be held in the work environment in a peaceful room and not every person can gain admittance to that room and you should book that room prior to doing the gathering so no one come and upset you.
    
Q8:    What sort of evidence of employee performance do you gather prior to conducting the appraisal?
    
It ought to be held in the working environment in a calm room and not every person can gain admittance to that room and you should book that room prior to doing the gathering so no one come and upset you.
    Q9:    What are five examples of things you plan to discuss and evaluate with Kris during the meeting?
    Your own perception
Input from partners
Input from clients
Any past records of worker's presentation
    Q10:    How can you ensure the appraisal process is fair and avoid rating bias?
    The absolute first thing I will talk about with him that Several conveyance structures have been inaccurately finished and wrong requests set for bigger than required amounts.
Second point I will examine with him that these errors have prompted expanded wastage as low quality stock has been acknowledged when it ought to have been dismissed.
What's more, the third will be that Kris was given direction and offered help when they were first distinguished however he dismissed all help, saying they were one-off events.
Number four we can ask him question for what reason he is doing this?
Also, the latter is there any inner or outer factor which making it hard for him?
To ensure the evaluation interaction is reasonable and trying not to rate inclination we need to permit worker to tell their perspective. Their opinion and what they need. Dislike we simply talk and say what we need to say however we likewise need to hear them and let them talk.
    
Q11:    What are five techniques you should use when communicating with Kris in the appraisal meeting?
    Give them right to talk free.
Utilize proper language
Utilize right non-verbal communication
Try not to utilize languages
Attempt to create it as basic as possible
Listen him
Pose inquiries
Task 2: Conduct a performance appraisal
You are required to participate in a role-play to conduct a formal performance appraisal with a colleague.
The role-play should use formal performance appraisal processes to address any performance issues or identify and acknowledge good performance.
The following resources are required to complete the role-play.
· A real or simulated work area in which to conduct the formal performance appraisal, such as an office or meeting room.
· Organisational performance appraisal policies and procedures. Workplace or training organisation policies and procedures can be used.
Learner instructions
You are conducting a formal performance appraisal with Kris. It is part of the organisation’s performance management system. It is his annual review.
· Read the information provided above to assist you during your appraisal session.
· Read your workplace or training environment’s policies and procedures relevant to the delivery of formal performance appraisals prior to commencing the role-play, if required.
· During the role-play, you are required to demonstrate the following skills and knowledge.
· Conduct a formal performance appraisal session openly and fairly according to organisational procedures.
· Provide effective feedback and counselling to a team member.
· Evaluate factors contributing to poor staff performance (if applicable).
· Discuss and agree on possible solutions or professional development with the team member.
· Complete performance management records
· Document the topics discussed during the performance appraisal and any actions, training or development agreed upon between you and Kris.
· Conduct the role-play.
Task 3: Document outcomes
Use the blank performance appraisal template given to you by your trainer.
Complete the performance appraisal form by documenting the details and agreed outcomes of your formal counselling session with Kris.
· Insert the template as an object below.
    Performance Appraisal_Kris    Comment by Evan Chelios: Complete the Performance Appraisal for Kris and Conduct the Role Play. The template will be given to you by your trainer. You have to Hand Write the Counselling report. Once completed you will INSERT as AN OBJECT. See instructions Above
    
Task 4: Grievance procedures
Kris is unhappy with the outcomes of his performance appraisal. He feels it wasn’t fair and that the appraiser was biased. He also thinks the supervisor gave negative feedback about his performance to cover up their own poor performance.
    Q1:    What is the process if Kris wants to submit a grievance?
    
Regardless of how well your group gets along, work environment clashes will undoubtedly emerge every now and then. Once in a while these contentions are minor and laborers can tackle their issues themselves. Be that as it may, there will be occasions when you'll have to step in as the pioneer and help settle the circumstance. While it tends to be hard to intervene between two gatherings who fervently can't help contradicting one another, it's critical to see how to do as such in the event that you wish to re-establish tranquillity in your •
· Promptly address the conflict head-on.
· Approve everyone's feelings
· Have a social affair discussion
· Get to the base of the issue
· Counsel an unprejudiced centre individual
· Set up destinations for the two players
To take care of this issue, association needs to advance and empower representatives who shows development outlook and debilitate workers who stick to fixed mentality. Workers who show development attitude blossoms with challenge and embrace changes to arise more grounded.
Administering customer fights and settling them quickly will achieve improved business methods and repeat business.
Check out the dissent and grumblings from the client - Thank the customer for drawing the issue out of the dark. Apologize and recognize ownership, don't denounce others and stay friendly.
Record nuances of the complaint - Experience the complaint in detail so you can see decisively what the issue is. Track all complaints in a solitary central spot or register. This will help you with perceiving any examples or issues.
Get the genuine components - Watch that you have understood and recorded the nuances of the protest precisely. Posture requests if fundamental.
Analyse choices for fixing the issue - Ask the customer what response they are searching for; it very well may be a fix, replacement, rebate or articulation of regret. Pick if the sales is reasonable.
Act quickly - Mean to decide the protesting quickly. In case you take a long time, they will overall elevate.
Stay devoted to your commitments - Keep the customer taught if there are any deferrals in settling their sales. Make an effort not to ensure things that you can't pass on.
 
Improvement - Contact the customer to see whether they were content with how their protest was dealt with. Mention to them how you are doing dodge the issue later on.
Guarantee your staff are set up to follow your system when dealing with complaints and that they can decide issues as quick as could sensibly be considered typical. Desire your customers to give analysis and complaints with the objective that they let you know when there is an issue and offer you the opportunity to decide it.
Student/Trainer’s Checklist:
To be completed by the assessor following practical demonstrations:
    Learner’s name:
    
    Observable skill/task the learner is required to demonstrate
    
Date / Trainer Initials
    Satisfactory
    Comments
    Monitored the effectiveness of staff in meeting standards of performance.
    
    Yes
|_|
    
    Consulted with and informed colleagues about expected standards of performance using appropriate communication mechanisms.
    
    Yes
|_|
    
    Monitored ongoing performance of individuals and their effect on the team by maintaining close contact with the workplace and colleagues.
    
    Yes
|_|
    
    Regularly provided colleagues with guidance and support to enhance their work performance.
    
    Yes
|_|
    
    Demonstrated effective communication skills when providing feedback, coaching and counselling.
    
    Yes
|_|
    
    Provided recognition and rewards for achievements and outstanding performance.
    
    Yes
|_|
    
    Identified the need for further coaching or training and organised according to organisational policies.
    
    Yes
|_|
    
    Identified and investigated performance problems and evaluated factors contributing to poor staff performance.
    
    Yes
|_|
    
    Conducted structured performance appraisals and formal counselling and training sessions for staff members, in line with established organisational procedures.
    
    Yes
|_|
    
    Used feedback and coaching to address performance problems.
    
    Yes
|_|
    
    Discussed and agreed upon possible solutions with the colleague.
    
    Yes
|_|
    
    Followed up outcomes of informal counselling through review in the workplace.
    
    Yes
|_|
    
    Organised and conducted a formal counselling session when needed according to required procedures.
    
    Yes
|_|
    
    Implemented formal performance management systems.
    
    Yes
|_|
    
    Reviewed staff performance management documents and recorded potentially complex and sensitive information about staff performance.
    
    Yes
|_|
    
    Conducted individual performance evaluations openly and fairly, according to appraisal procedure.
    
    Yes
|_|
    
    Completed and filed performance management records.
    
    Yes
|_|
    
    Agreed on courses of action with colleagues and followed up in the workplace.
    
    Yes
|_|
    
         
Trainer’s signature    Date
ASSESSMENT 3 – Written Test
    YOu will have to sit a written test for this subject
· You are required to answer all questions correctly.
· 90 min time plus 10 min reading time
· Please study fil out the Short answers in order to be ready for the test
Trainer Confirmation:
Trainers please confirm students pass rate
    Trainer Name:
    Completed Date:
    Pass Rate Attained (%)
    
         

    Document Name: SITXHRM006_Assessment Booklet
    RTO : 51973
    CRICOS Code : 03047E
    Location: NovaCore CMS\DMS\Academic Drive\Faculty\Hospitality\Hospitality SIT16\SIT60316 - Advanced Diploma of Hospitality\SITXHRM006 - Monitor staff performance\Assessments\
    Version: 1.5
    Approved on: 23-05-2019
    Review Date: 23-05-2021
    Page 1 of 23
How to Insert a
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Employee Handbook
Standards of Work.pdf
Document last updated: March 2015


Employee Handbook
& Standards of Work




Paradise Resort Gold Coast
122 Ferny Avenue
Surfers Paradise
QLD 4217

PO Box 5625 GCMC QLD 4217

Tel: 0011 61 7 5579 4444
Fax: 0015 61 7 5579 4492

www.paradiseresort.com.au

ABN: 78 561 919 029


http://www.paradiseresort.com.au
- 2 -

Employee Handbook and Standards of Work Disclaimer

This Employee Handbook and Standards of Work document is provided as a guide and is not to be considered a
contract. The terms and procedures appearing in this handbook are not binding on the company and are subject to
unilateral change at the management’s discretion.

The employer reserves the right to modify, amend, add, or delete any policies, procedures, or other statements
made in this Employee Handbook and Standards of Work. Business conditions, federal and state law, and
organisational needs are constantly in flux and may require that portions of the handbook be re-written.





































- 3 -

TTAABBLLEE OOFF CCOONNTTEENNTTSS

TABLE OF CONTENTS .............................................................................................................................................................. - 3 -
WELCOME .............................................................................................................................................................................. - 5 -
GENERAL INFORMATION ........................................................................................................................................................ - 6 -
Employment Agreement ..................................................................................................................................................... - 6 -
Employment Records .......................................................................................................................................................... - 6 -
Lockers ............................................................................................................................................................................... - 6 -
Staff Bathrooms & Change Rooms ...................................................................................................................................... - 6 -
Lost Property ...................................................................................................................................................................... - 6 -
Hello Zone .......................................................................................................................................................................... - 6 -
Meal Breaks........................................................................................................................................................................ - 7 -
Qualifying Period ................................................................................................................................................................ - 7 -
Punctuality ......................................................................................................................................................................... - 7 -
Performance Review and Development .............................................................................................................................. - 7 -
Open Door Policy ................................................................................................................................................................ - 7 -
Internal Job Posting ............................................................................................................................................................ - 7 -
Staff Empowerment ............................................................................................................................................................ - 7 -
Personal Phone Calls and Visits .......................................................................................................................................... - 7 -
Family Working Together ................................................................................................................................................... - 8 -
Friends ................................................................................................................................................................................ - 8 -
Medicals ............................................................................................................................................................................. - 8 -
Drinks Policy ....................................................................................................................................................................... - 8 -
Influence of Alcohol or Non-Prescriptive Drugs ................................................................................................................... - 8 -
Social Networking Sites ...................................................................................................................................................... - 8 -
Absence from Work (Reporting) ......................................................................................................................................... - 9 -
Theft ................................................................................................................................................................................... - 9 -
Cash Handling..................................................................................................................................................................... - 9 -
Two Way Radios ................................................................................................................................................................. - 9 -
Media, Guest Privacy & Confidentiality .............................................................................................................................. - 9 -
Receiving Deliveries ............................................................................................................................................................ - 9 -
Supervisor Instructions ..................................................................................................................................................... - 10 -
Abandonment of Employment .......................................................................................................................................... - 10 -
Exit Survey ........................................................................................................................................................................ - 10 -
EMPLOYMENT CONDITIONS ................................................................................................................................................. - 10 -
Getting Paid ..................................................................................................................................................................... - 10 -
Time Target ...................................................................................................................................................................... - 10 -
Public Holidays ................................................................................................................................................................. - 10 -
Leave Entitlements ........................................................................................................................................................... - 11 -
Overtime .......................................................................................................................................................................... - 12 -
Superannuation Contributions .......................................................................................................................................... - 13 -
Taxation ........................................................................................................................................................................... - 13 -
Termination of Employment (including Resignation) ........................................................................................................ - 13 -
Jury Duty .......................................................................................................................................................................... - 13 -
SAFETY AND SECURITY ......................................................................................................................................................... - 13 -
Injuries and Accidents ....................................................................................................................................................... - 13 -
Injury and Illness Transportation Policy ............................................................................................................................ - 14 -
Power Failure ................................................................................................................................................................... - 14 -
Robberies or Hold-ups ...................................................................................................................................................... - 14 -
Security............................................................................................................................................................................. - 14 -
Electrical Safety ................................................................................................................................................................ - 14 -
Use of Chemicals............................................................................................................................................................... - 14 -
Slippery Floors and Debris ................................................................................................................................................ - 14 -
Stress and Fatigue ............................................................................................................................................................ - 15 -
Working Alone .................................................................................................................................................................. - 15 -
Extreme Temperatures & UV Exposure ............................................................................................................................. - 15 -
Fire Emergency Procedures ............................................................................................................................................... - 15 -
WORKPLACE HEALTH AND SAFETY (WH&S) .......................................................................................................................... - 18 -
Obligations ....................................................................................................................................................................... - 18 -
Work Health & Safety Act 2011 ........................................................................................................................................ - 18 -
Risk Management ............................................................................................................................................................ - 19 -
First Aid Boxes .................................................................................................................................................................. - 21 -
- 4 -

What to do After an Accident ........................................................................................................................................... - 21 -
WWOORRKKEERRSS CCOOMMPPEENNSSAATTIIOONN .................................................................................................................................................. - 22 -
ENVIRONMENTAL POLICY ..................................................................................................................................................... - 22 -
PERSONAL PRESENTATION AND UNIFORMS ......................................................................................................................... - 23 -
STAFF DUTIES AND RESPONSIBILITIES .................................................................................................................................. - 24 -
CCuussttoommeerr SSeerrvviiccee .............................................................................................................................................................. - 25 -
Avoiding conflict ............................................................................................................................................................... - 25 -
Working with Different Cultures ....................................................................................................................................... - 25 -
Communicating on the Telephone .................................................................................................................................... - 25 -
When it all Goes Wrong…. or is that Right ........................................................................................................................ - 26 -
If we don’t look after our guests, the competition will - Complaints are a gift!................................................................. - 27 -
Computer, E-mail and Internet Policy ............................................................................................................................... - 29 -
Disciplinary Procedure ...................................................................................................................................................... - 29 -
DDiisscciipplliinnaarryy aaccttiioonn ............................................................................................................................................................ - 30 -
Codes of Conduct .............................................................................................................................................................. - 32 -
Discrimination .................................................................................................................................................................. - 33 -
Employee Assistance Programme (EAP) ............................................................................................................................ - 33 -
Equal Employment Opportunity (EEO) .............................................................................................................................. - 34 -
Anti-Gossip Policy ............................................................................................................................................................. - 34 -
Harassment Policy ............................................................................................................................................................ - 34 -
Complaint handling Procedure ......................................................................................................................................... - 35 -
Smoking............................................................................................................................................................................ - 37 -
Manual Handling – We can prevent back injuries ............................................................................................................. - 37 -
RESPONSIBLE SERVICE OF ALCOHOL POLICY ......................................................................................................................... - 39 -
Proof of Age ..................................................................................................................................................................... - 40 -
PARADISE RESORT GOLD COAST heaven for kids… paradise for parents! ............................................................................. - 41 -
► The National Employment Standards .......................................................................................................................... - 42 -
There are 10 minimum workplace entitlements in the NES: ............................................................................................. - 42 -
► Right to request flexible working arrangements ........................................................................................................... - 42 -
► Modern awards ............................................................................................................................................................ - 42 -
► Individual flexibility arrangements .............................................................................................................................. - 43 -
► Freedom of association and workplace rights (general protections)............................................................................. - 43 -
► Termination of employment ......................................................................................................................................... - 43 -
► Right of entry ............................................................................................................................................................... - 43 -
- 5 -


WELCOME

We would like to confirm your employment with our Company. We pride ourselves on selecting the best candidates
and congratulate you on being the best. We believe all of our employees play a unique role in our future. Your role
will be to act as a representative and ambassador of our company, projecting a professional image at all times.

We look forward to working together as a close and strong team, sharing the enthusiasm and excitement of being
part of our Company and sustaining our reputation as the best in the industry.

It is a requirement that you have an understanding of all company policies and procedures. The pages that follow
will allow you to develop an understanding of these. Please don’t hesitate to ask your Manager if you have any
questions relating to the material in this manual.


Paradise Resort – MISSION STATEMENT

To offer the experience of a resort that both staff and customers can embrace with enthusiasm as being the best all
round family fun resort bringing a smile to all our faces and ensuring positive family values and memories of a life
time.


To strive to ensure that we are the preferred place of employment and holiday destination not only on the Gold
Coast but within Australia where every day is filled with making new friends, bonding with family members or being
part of our positively motivated team whilst having fun and laughter along the way.


To deliver a quality product that is perceived as value for money by our guests whilst continually looking for
opportunities to improve the guest experience along with a sense of belonging to our staff and the profitability to
our owners.
























- 6 -

GENERAL INFORMATION

Employment Agreement

All successful candidates will receive an employee starter kit prior to commencement including your contract of employment,
job description, tax file declaration, superannuation forms, and key employment policies. In addition you will be required to
provide proof of your residency or visa status. Your contract of employment will outline details such as your position,
commencement date and level of pay or salary. It is important you understand your contract of employment; your Department
Head or Human Resources are available to answer any questions. You will also be provided with a copy of this document.

The minimum terms and conditions affecting your employment are outlined in the Award or Agreement as detailed in your
employment contract. The award under which the company operates is the Hospitality Industry (General) Award 2010.

A copy of your Award is available from your Department Head or the Human Resources department. You are encouraged to
become familiar with the Award under which you are employed.

In addition to the Award and because we are under the federal jurisdiction, we are covered by the Fair Work Australia Act 2009.
In relation to long service leave, we are still governed by state law.

Employment Records

When you commence employment you are expected to provide current personal information, such as full name, address, phone
number, bank details etc. It is important these details are current at all times. If you change any of these details please notify
the Human Resources department immediately in writing. It is not sufficient to change your details with your department or via
an employee website as this will not update Human Resource systems.

Lockers

On commencement of employment, employees may be assigned a locker for storage of clothing, personal effects and/or items
relating to employment. Food is not to be stored in lockers.

Shoes that are not in use are to be kept in your locker or taken home.

NOTE: Please do not store things on top of your locker or keep valuable items in your locker as the Company will not be held
responsible for any loss of items through theft and/or damage to the lockers.

Management may conduct routine inspections at any time and reserve the right, if required, to search any employee’s locker, or
bags being taken from the premises. Inspections are conducted with a minimum of two persons present.

Staff Bathrooms & Change Rooms

Where available, employees are only to use the designated staff bathrooms & change rooms. Employees are not to use guest
bathrooms. Please remember that these areas are cleaned and maintained by your fellow staff members, please help them to
keep these areas clean and tidy.

Lost Property

Any article/item found belonging to either a guest or fellow employee must be handed in as outlined in the Resort Lost Property
procedure. Under no circumstances should anything other than your personal belongings be taken off the premises. Failure to
follow this procedure will constitute theft and may result in dismissal. The article/item will be logged in the lost property log
and if it remains unclaimed for a period of three (3) months, the article/item will be given to the finder.

Hello Zone

The company prides itself on the warm friendly environment we create as a team. The easiest way to keep this is to be nice!
Whenever you come within three metres of another employee or customer, say “Hi” and give them a smile  Always
remember to be polite and courteous.




- 7 -

Meal Breaks

If you stay on the premises for meal breaks, you are only able to eat in the allocated area – The Staff Canteen. You are not
permitted to eat meals or snack food – including CHEWING GUM in any areas of the workplace or at any other time during a
designated shift, this includes the smoking area.

Qualifying Period

As detailed in your Employment Contract, all employees who commence with the company have a 6 month qualifying period.
This qualifying period gives you an opportunity to decide if your new position is right for you, and it also gives the company the
opportunity to monitor your performance, such as competency, interpersonal skills, grooming and presentation and general
commitment to your position. At the end of this qualifying period, your supervisor/manager will complete a performance
evaluation to advise you of your progress.

It is important to note, it is not considered an “unfair dismissal” if the company does part ways with an employee whilst on their
qualifying period.

Punctuality

All staff members are required to be on the premises at least 5 minutes prior to commencement of your shift so you are at your
area of work (eg. desk) and fully prepared at the rostered start time. Uniformed staff are not to sign onto time target, until they
are in uniform. Being regularly late to work will lead to disciplinary action.

It is expected that no employee will arrive or remain at the venue for longer than 30 minutes before or after a shift starts or
finishes. Employees are not to linger or be on the premises on rostered days off unless previous authorisation has been
obtained.

Performance Review and Development

In addition to your initial 6-month qualifying performance review, you will be required to participate in performance and
development reviews annually.

Open Door Policy

We are committed to an Open Door policy. You are encouraged to discuss problems, complaints, new ideas, needs or any other
requests with those in supervisory or management positions. As well as your department supervisor/manager, Human
Resources are available to discuss problems/needs by appointment. The General Manager is also available to speak with at any
time.

Internal Job Posting

Any vacancies within our property are advertised internally, as the company does like to promote from within. If you see a
position advertised and you are interested in finding out more information or applying for the position, please see Human
Resources for more information.

Staff Empowerment

As professionals in the hospitality industry, all employees have the opportunity to make each guest’s visit an extraordinary
experience, ensuring they return. We encourage each and every one of you to take this step and allow us to make every guest’s
visit exceptional.

You can all do this by Stopping, Listening, Learning and Speaking (S.L.L.S). This will enable you to anticipate the guest’s needs
before they do. Take the time to find out why they are visiting your establishment and try to establish ways you could make it a
stay to remember.

Personal Phone Calls and Visits

If you need to use a phone, please do so during your breaks or meal period. Please ask your family and friends to avoid phoning
while you are on duty unless it is an emergency. Mobile phones are not to be kept within staff access during the shift except
with management approval. Any staff member found using their mobile phone while on shift will face disciplinary action.



- 8 -

Family Working Together

Approval from the General Manager must be sought if a family member of any existing employee wishes to seek employment at
the Resort. In areas where either party is or will be responsible for management of company finances or working in a
supervisory/managerial role, approval may not be considered.

Friends

Your friends are welcome to patronise the business however this should not distract you from your job. You should give your
friends equal attention as you do with any other customer. Staff should never enter guest rooms unless strictly for work
purposes.

Medicals

The Company reserves the right to request you undergo a medical examination prior to, during or upon termination of
employment. This includes drug or alcohol screening if required. This will be at the expense of the organisation.

Drinks Policy

Company policy allows staff free tea/coffee immediately before and after their shift and during breaks. See your direct
managers regarding what beverages may be consumed during shift. At no time is any staff member not working in the bar or
drink dispensing area permitted to help themselves to drinks.

Unless previously arranged with management (and only on special occasions or for training), staff are not allowed to drink any
form of alcohol in the Resort. This also applies to rostered days off.

Influence of Alcohol or Non-Prescriptive Drugs

Consumption or use of alcohol, drugs or any other substances that may affect an employee’s ability to perform work in a safe
and efficient manner is not permitted at the workplace. Employees taking prescription or over the counter medications that
may impair performance are to advise their manager who will treat the information in strict confidence. Employees or other
persons who are observed to be in breach of this policy will be subject to the employer’s disciplinary policy and, depending on
the circumstances, their behaviour may be treated as serious misconduct, justifying summary dismissal. Employees deemed to
be in breach of this policy will be cautioned and removed from the workplace immediately. Smoking is only allowed on
authorised breaks in designated areas.
In cases where it is suspected that an employee is under the influence of drugs or alcohol, the employee may be sent to a
medical practitioner for a medical examination.

Social Networking Sites

The use of the company computers are not permitted for personal internet/email activity or for personal social networking
activity such as Facebook. Employees accessing social networking facilities, outside of working hours, are reminded that they
have a responsibility of privacy and confidentiality towards their employer.

Conversely, your employer may elect to utilise a social networking facility for the promotion and marketing of the Company and
may seek to involve employees in that promotion. Any promotion and/or marketing to the Company through social networking
facilities must be approved by management, in advance.
Under no circumstances (unless relating to a specific authorised Company link) is the name of the employer or any work related
issues (such as those involving co-workers, guests or any other operational issues) to be discussed on any
networking/messenger websites. The confidentiality of individuals' personal and/or sensitive information is to be maintained at
all times. This extends to the collection and management of information regarding individuals.
It is against policy for social networking sites to be used as a forum for criticism of the company, guests, managers, supervisors
and co-workers. Photos of staff members at the Resort or in uniform are not to be posted on the internet unless consent is given
by the Management Team. The only exception to this rule is Fancy Dress Friday’s or Special occasions, provided the employee is
dressed appropriately for a children/ family friendly environment and IF consent has been given by the Management Team.
Further to the above, the following actions are prohibited on these sites
 Discussing guests or staff on any “walls”, groups, or forums.
 Discussing any matters pertaining to peoples employment conditions etc.
 Discussing any employee within the company in any way that could be construed as harassment or bullying.
- 9 -

 Discussing private or confidential information about the employer.
 Creation of groups that relate to any part of the business Operations.
Absence from Work (Reporting)

If you are not able to attend a shift due to illness you are expected to phone your Supervisor a minimum of 2 hours prior to the
commencement time of your rostered shift. If you are unable to work a rostered shift for an acceptable reason, you must give
the Company a minimum of one day’s notice of your inability to work that shift. You have been employed based on the
availability outlined on your application of employment. The company requests that you update your unavailability via the time
target system and notify them of any permanent unavailability in writing. You acknowledge that if a change in your availability
does not suit the operational demands of the business, the company may terminate or change the conditions of your
employment.
You are personally responsible for speaking to your Supervisor or Department Head. Please do not have a friend or relative
phone on your behalf. If your Supervisor is not available, please speak to a Duty Manager. In some cases a medical certificate
may be required.
This policy also applies to any social outings, events and training that an employee has RSVP’d to, or been rostered to attend. If
that employee fails to give this notice they will be required to reimburse the company for the cost of the ticket to the event.
Text messaging (SMS) is not an acceptable form of notification.

Theft

Any employee who steals from the premises will be instantly dismissed and charged. Irrespective of value, stealing has a serious
effect on the operation of a business. Unauthorised use of company telephones is regarded as theft, as is giving away of free
drinks, food or any other property inventory.

Cash Handling

All over-rings and refunds must be documented by the appropriate staff member and signed by the Duty Manager. Only staff on
duty are to operate the cash register and only authorised staff are to issue change from the cash draw. No cheques are to be
cashed. Any money found dropped on the floor or left in coin trays must be either given to the shift cashier, who should then
report it to the manager on shift, or handed directly to the Duty Manager.

Two Way Radios

If two way radios are in use, conversations should be kept short and to the point. A number of people use the air waves; be
respectful of other people’s conversations by waiting until they have finished. Personal conversations, lengthy discussions and
all sensitive issues must be done via phone as guests can easily overhear. No swearing or slang words should be used when
communicating and the volume should be at an acceptable level. Out of courtesy for your fellow workers, please switch off the
two way radios in the staff room.

Media, Guest Privacy & Confidentiality

No staff member shall disclose to patrons or any other person matters specifically related to the internal operations of the
business, such as takings, expenses, personnel details and so on.

Only designated spokespersons of the company may talk to the media. Should you be confronted by the media, be polite and
friendly, find out who they are and where they are from, advise them someone will be with them shortly, then quickly pass this
message to your Manager.

It is also mandatory you never reveal the name or any information about any guest who is staying or visiting at any of our
properties to the media. You should immediately report any suspicious or unusual questions or activity to the Duty Manager.

Receiving Deliveries

When you sign a delivery docket, you are saying that you have received the stock, counted or weighed it and taken responsibility
for it. As such, before signing any delivery dockets:
o Check it against orders.
o Check quality and quantity/volume.
o Check temperature for refrigerated or frozen goods.
 Frozen goods must be less than –18 degrees Celsius.
 Refrigerated goods must be between 0 and 4 degrees Celsius
- 10 -

If you encounter an error on the invoice, write a brief note on the supplier invoice and contact the supplier to follow up.

Supervisor Instructions

The company requires all employees to follow instructions (as long as they are safe) provided by Supervisors for all work related
matters and procedures. Continued resistance will result in disciplinary action. It is part of your job description to perform any
duties and reasonable request within your range of competence as required by your manager(s).

Abandonment of Employment

If you fail to report to work without contacting your Supervisor/Manager or the Duty Manager for two (2) consecutive shifts, you
can be dismissed. Please do not call Human Resources if you cannot attend a shift.

Exit Survey

All employees are given the opportunity to complete an exit survey. Upon request employees may also undertake an exit
interview with Human Resources.


EMPLOYMENT CONDITIONS

Getting Paid

Employees are paid on a weekly basis. The pay week commences on Monday and finishes on the following Sunday. Your pay is
processed electronically and will be deposited into your nominated account(s) as outlined in your Employment Contract.

Please note – there are exceptions due to public holidays and technical difficulties so allow at least one extra day if you have
automatic deductions from your bank account.

You will receive a payslip each week detailing your wages, hours worked, penalties paid, any deductions (i.e. car parking,
certificates etc.) as well as your annual leave entitlement and superannuation contribution. Please take a look at your pay slip
each week and if you have any queries please speak to your Department Manager who will direct you regarding the process to
follow.

Time Target

The Resort uses a Time Target system for use in verifying employee attendance, timekeeping, payroll and rostering.

Time Target is a software system that uses finger scanning technology (not finger print) to identify employees for varying
attendance, timekeeping and payroll purposes. The system cannot compare an employee’s finger scan to other finger scans
recorded in any other form.

Employees will need to scan on and off at the start and end of every shift, for breaks and if you change departments or roles
during your shift. You must keep an accurate record of your working hours, falsifying your clock in/out time is dishonest and may
lead to termination of your employment.

Weekly rosters will be accessible via Time Target Kiosks.

Leave requests are to be made through Time Target; this must be done prior to rosters being written. This is a request only and
will be actioned accordingly by management. For full time and permanent part time staff a Personal Action Sheet will also be
required for annual, unpaid and sick leave once approved. This needs to be signed by your Supervisor/Manager and forwarded
to the Payroll Officer prior to the payroll being processed.

NOTE: Time Target is used as a communication tool with regular messages posted. It is a requirement of employment that all
messages are read and to seek clarification on any message as it is required.

Public Holidays

The hospitality industry operates 24 hours a day, 7 days a week, 365 days a year, which may mean that you will be required to
work on a public holiday or any other day of significance to you. Public holiday dates vary from year to year so please see
Human Resources or Payroll for information regarding these dates.

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Days off

Permanent employees days off are outlined in ‘Part 5’ of the Award. It is company policy that casual employees have a minimum
of one day off per rostered week. If you are working in more than one department please ensure your Department Head is
aware of your work hours for the week in order to comply with this policy.

Leave Entitlements

Annual Leave
Annual leave accrues on a weekly basis for all part-time and fulltime employees. A full-time employee will accrue 152 hours
(based on a 38 hr week) annual leave for each completed year of service. Part-time employees accrue annual leave on a pro-
rata basis, therefore, your annual leave accrual will depend on the hours you work each week.

Annual leave due should be taken at times mutually convenient to the employer and employee, or with a minimum of 14 days
notice, in writing, from the employer. All employees who are intending to take annual leave are to submit an application
(Personnel Action Sheet) to their Department Manager at least 14 days prior to the dates required for leave.

Personal Leave
Employees, other than casuals, are entitled to personal leave however there are conditions for the payment of such leave.
Personal leave accrues on a weekly basis for all part-time and fulltime employees. A fulltime employee will accrue 76 hours
(based on a 38hr week) personal leave for each completed year of service. Part-time employees accrue personal leave on a pro-
rata basis, therefore, your personal leave accrual will depend on the hours you work each week. Personal leave can be used for
the following situations:

Sick Leave
Employees, other than casuals, are entitled to paid sick leave for absence due to personal illness or injury. Before
taking sick leave, you must give your Department Manager or a Duty Manager at least two hours notice before your
rostered starting time.

All employees (including Casuals) will be required to provide a medical certificate if:
1. You have sick leave before or after an RDO or other types of leave.
2. If you are absent from work for more than two consecutive days or if requested by your Manager.

The medical certificate must detail the nature of the injury or illness and how long you expect to be absent from work.
Permanent employees will not be paid sick leave if they do not provide the medical certificate under these
circumstances.

Carer’s Leave
Employees, other than casuals, are entitled to use up to 10 days personal leave each year to care for immediate family
or household members (*) who are sick and require care and support if the employee is responsible for the care and
support of the person concerned. Before taking carer’s leave, you must give your Department Manager or Duty
Manager at least two hours notice before your rostered starting time. To be paid for carer’s leave you must provide a
medical certificate or statutory declaration stating the illness/injury of the person concerned and that the illness does
require care by another person.

Compassionate Leave
Employees, other than casuals, are entitled to a period of 2 days paid compassionate leave for the purposes of spending
time with a member of the employee’s immediate family or household who:
 Has a personal illness, or injury, that poses a serious threat to his or her life; or
 Dies.

Casuals are entitled to 2 days unpaid leave.

Before taking compassionate leave, you must give your Department Manager or Duty Manager at least two hours
notice before your rostered starting time. The employer has the right to request the employee to provide satisfactory
evidence of the death.

NOTE: (*) Immediate family includes:
 Spouse, (former and current), child (including adopted, step, ex-nuptial or adult child), parent, grandparent, grandchild
or sibling of the employee;
 A child, parent, grandparent, grandchild or sibling of a spouse of the employee.
Household member includes any member of the employee’s household.
- 12 -


Parental Leave:
Full-time, part-time and casual employees are entitled to company unpaid parental leave once they have been employed on a
continuous basis for more than twelve months with the company. The most common form of parental leave is maternity leave,
however employees may also be entitled to paternity or adoption leave.
Employees are required to give a minimum amount of notice to the company for both commencing and ceasing Parental Leave.
The notice requirements are;
1. Notice of intention to take unpaid parental leave - you are required to give at least 10 weeks’ notice:
a. specifying the intended start and end dates of the leave
b. stating due date
2. Notice of commencement - at least four weeks before the intended start date you must:
a. confirm the intended start and end dates (leave must commence a minimum of 6 weeks prior to the due date
unless you provide a medical certificate indicating you are fit to continue work)
b. advise the employer of any changes to the intended start and end date
3. Notice of cessation - at least six weeks prior to the intended end date you must:
a. confirm the intended start date back to work.

Paid Parental Leave (PPL):
The Company is registered as a business with the Department of Human Services (DHS) so that they can make payment to
employees on behalf of the DHS.

Full-time, part-time, casual, seasonal or contracted employees may be eligible for Paid Parental Leave. In order to be eligible an
employee must meet the Paid Parental Leave ‘work test’ which specifies that the employee must have:
 worked at least 10 of the 13 months before the birth or adoption of their child, and
 worked for at least 330 hours in that 10 month period (just over 1 day a week), with no more than an 8 week gap
between any two consecutive working days.
NOTE: Employees can count periods of paid leave towards the work test but periods of unpaid leave do not count.

The employee must also:
 be the primary carer (usually the mother) of a newborn or recently adopted child
 meet Australian residence requirements from the date the child enters their care until the end of their Paid Parental
Leave period
 have met the Paid Parental Leave ‘work test’ before the birth or adoption occurs
 have received an individual adjusted taxable income of $150,000 or less in the financial year before the date of birth or
adoption or the date of claim, whichever is earlier
 be on leave or not working, from when they become the child’s primary carer until the end of Paid Parental Leave
period, and
 make a claim within 52 weeks of the child’s birth or adoption. To receive the full 18 weeks of Parental Leave Pay, claims
must be lodged at least 18 weeks before the child’s first birthday or anniversary of adoption or surrogacy.

Once approved, the Federal Government will fully fund up to 18 weeks of paid parental leave for eligible employees. The weekly
rate of pay for all employees on PPL is equal to the adult National Minimum Wage which from 1 July 2014 is $640.90 (based on a
38hr week) or $16.87 per hour. This will be paid weekly into your bank account once approval from FAO has been received. It
will be taxed at your marginal tax rate and super is not payable on this amount, as it is a government based payment.

For further information on Parental Leave Pay see Department of Human Services online: www.humanservices.gov.au

Overtime

There may be occasions when you will be required to work outside of your rostered hours; these hours may be considered as
overtime. Full time or regular part time employees will be paid overtime rates or, on agreement of the employee, days in lieu
may be taken. Staff members employed on an annual salary are compensated for a reasonable amount of overtime within this
salary and will not receive any additional remuneration. No paid overtime is to be worked, or paid, unless previous authorisation
has been given by your supervisor/manager. Please be aware that no overtime will be paid unless your supervisor/manager has
initialled your timesheet against the overtime worked.




http://www.humanservices.gov.au
- 13 -

Superannuation Contributions

Employers are obliged, under the Superannuation Guarantee Legislation, to pay superannuation contributions of 9.5% of your
normal earnings. This does not include monies earned for overtime. Employees can also elect to make additional contributions
to the fund where their employer contributions are paid.

The superannuation default fund is Host Plus Super Fund. You can elect however to have your superannuation contributions
paid to the superannuation fund of your choice. However this fund needs to be a complying fund and must be able to receive
EFT payments into your account.

Representatives of different superannuation funds visit the venues and are available for consultation. These visits will be
advertised. You can also see Human Resources to find out when these visits are scheduled.

Taxation

All employees, prior to commencement, must complete a Tax Declaration Form. It is important that the details on this form are
completed correctly otherwise you may not pay the correct amount of tax each week, resulting in you receiving a tax bill at the
end of the financial year. The payroll department can only tax you correctly if you provide them with the correct tax details.

Termination of Employment (including Resignation)

If your employment is to be terminated, it is necessary for either party to give the minimum required notice as per your
employment contract and relative Award. If you choose to resign we request you give as much notice as possible to ensure your
position can be replaced prior to you leaving. This alleviates added pressure on your fellow team members.

When terminating your employment, you are expected to give your Supervisor/Manager a signed and dated letter stating you
are resigning from your position, the date you will be finishing and a forwarding address. This letter will be forwarded to Human
Resources. Upon finalisation of your employment, you are to return the following items to Human Resources:

 Any allocated Company Uniforms
 Allocated Locker Key
 Your issued Name badge
 Any Hotel keys or property in your possession.

Jury Duty

If you are called upon to attend Jury Duty, please notify your Department Manager immediately. It is also important that you
bring a copy of the jury duty notification to the Department Manager who will pass this onto Human Resources.

If an employee other than casual is required to attend for jury service during their ordinary working hours, they will be
reimbursed by the employer an amount equal to the difference between the amount paid in respect of their attendance for
such jury service and the ‘ordinary pay’ the employee would have been paid if the employee was not absent on jury service.
Alternative arrangements can be organised by agreement. See Human Resources for further details and for a description of
‘ordinary pay’.

Once an employee has completed their jury service, they must return to work at the earliest possible opportunity.


SAFETY AND SECURITY

Injuries and Accidents

It is important, for both your welfare as well as the welfare of other employees and patrons, to report any accident/injury to the
Duty Manager, who will complete a written incident report. If you have, or witnessed, an accident or injury whilst you are
working please notify the Duty Manager immediately. Reporting a minor accident could help to avoid a more serious
accident/injury, especially if it has occurred due to unsafe conditions or practices. If there is any possibility the victim has
injured their back or neck - DO NOT MOVE THEM.

In the event of a guest/employee injury that requires medical attention, please adhere to the Injury and Illness Transportation
Policy as follows.

- 14 -

NOTE: If you see or hear something that you feel may endanger an employee or guest but have not yet done so, please alert
your manager or the Duty Manager immediately.

Injury and Illness Transportation Policy
Under no circumstances is a staff member to transport a guest or a fellow staff member to a medical facility. The only exception
to this policy would be at the direction of the General Manager, Operations Manager or Human Resources Manager.

Guest or employee unconscious or incoherent
In the event of a guest or a staff member sustaining an injury or illness that results in the injured person being unconscious or
unable to make a coherent decision, the Duty Manager or First Aider on duty should telephone an ambulance immediately.

Guest or employee conscious and coherent
If the injured person is conscious and coherent the Duty Manager or First Aider on duty should offer to telephone an ambulance.
If the injured person refuses ambulance transportation, the Duty Manager or First Aider on duty should offer to telephone a taxi
for transportation to a medical facility. Every effort will be made to recover the cost of this transportation from the guest. If the
injured person is an employee of the company, the company will pay the cost of the transportation.

Power Failure

In the event of a power failure, remain calm and ask other employees as well as guests to stay where they are until further
advice from the Duty Manager or Resort management.

Robberies or Hold-ups

 Remain calm.
 Never look the assailant in the face; keep your head down.
 Follow the robber’s instructions promptly, no more and no less.
 Do not intervene with or chase the assailant.
 Gain the best possible identification of the assailant.
 Do not touch or move anything the criminal may have handled.
 Report immediately to management.
 Do not discuss the event with anyone else until the police arrive.
 Write a description of the events and assailant as soon as possible.
 Phone 000.

Security

The Resort is a large, accessible building and it is every employee’s responsibility to be aware of the security needs of both
customers and fellow employees. If you see any suspicious person(s) on, or around the premises, they should be reported
immediately to the Duty Manager. Staff are responsible for securely closing all entrances and exits after leaving a work area.

Electrical Safety

A hospitality environment presents all kinds of opportunities for injury from electric shock if you are not careful. As such, be
aware of the following:
 The power supply is much stronger than the power supplied to your home
 Water and electricity do not mix
 Please be careful before you hose or splash water
 Report frayed or damaged power cables to your supervisor for repair or replacement

Use of Chemicals

We use a range of powerful cleaning chemicals to maintain cleanliness and hygiene. Please read the MSDS (Material Safety Data
Sheets) and use accordingly. Dilute chemicals to the correct concentration and use all appropriate personal protective
equipment (PPE) at all times.

Slippery Floors and Debris

The floors in the kitchen and service areas of a hospitality business can become slippery at times. Supervisors and staff are to
ensure that slippery floor areas are mopped and degreased regularly. If a spill or debris is found on the floor – DO NOT leave the
immediate area to go and retrieve the mop. Instead, ask a fellow staff member to get the sign and mop for you. Ensure you
- 15 -

warn patrons and fellow staff to keep clear of the area in the meantime. Correct signage must be placed in any areas of concern,
to avoid any incidents. Employees are to wear appropriate nonslip footwear, as outlined in the grooming standards and to move
carefully, especially when carrying items.

Stress and Fatigue

Our moral and legal responsibility is to provide a safe and healthy work environment and conditions for employees, by taking
into account all factors which effect work and the design and arrangement of the work content and tasks. Work activities should
be designed and managed to reduce stress & fatigue as far as reasonably practicable.

Please see your Department Head or Human Resources for more details on this policy.

Working Alone

There may be circumstances in which an employee may be required to work alone without other employees within visual or
hearing distance. If the employee is required to work alone it will be at their manager’s discretion after the situation has been
assessed and in consultation with the employee who may complete the required work. The manager must assess the
employee’s ability to work safely while alone.

Please see your Department Head or Human Resources for more details on this policy.

Extreme Temperatures & UV Exposure

Employees may be subject to extreme temperatures & UV exposure arising from their work activities, work environment and
time schedules. Extreme temperatures include both hot and cold conditions. Work activities should be designed and managed
to reduce extreme temperatures & UV exposure where reasonably practicable. Personal protective equipment is always
available for employees to wear to assist them when working in such conditions.

Please see your Department Head or Human Resources for more details on this policy or to organise consultation regarding this
matter.

NOTE: For any employee who works outside, it is a requirement that you wear a hat and sunscreen at all times.

Fire Emergency Procedures

The Resort is protected with modern fire protection equipment including smoke and thermal detectors. Fire drills are
conducted on a regular basis to ensure employees are trained in evacuation procedures.

For your safety and that of our patrons, please ensure you are familiar with the procedures for evacuating the premises and
your responsibilities in emergency situations. It is important, so please make sure you know the location of the closest fire exit
in each area of the hotel, as well as the location of fire hose reels, fire extinguishers and fire blankets. Also, please ensure your
work area is kept clean and tidy. Do not block corridors, entrances or exits.

Fire Safety Personnel
Your Department Manager is responsible for ensuring each person in the department has been trained in the following:

The procedure to be followed in the event of fire:
1. Remain calm
2. If one is available, activate the closest fire alarm or dial switch. If one is not, call 000
3. State your name, location, the location of the fire or smoke and the type and size of the fire (ie electrical, fuel or paper)
4. If possible, without endangering yourself, try to put out the fire ensuring you use the proper extinguisher (see method
of operation below)
5. If this is not possible, close all doors to the fire area and follow the evacuation procedure
6. If it is safe to do so, wait in an area that is a safe distance from the fire so you are able to direct personnel arriving on
the scene to the location of the fire

Things to remember in an emergency:
 Do not use the elevator
 Feel any door you are going to open (with the back of your hand) to see if it is hot. If so do not open the door
 Stay low to the floor and if necessary crawl to avoid smoke
 “Stop, Drop and Roll”
 In a fire, smoke kills 80% of people - more than the actual fire itself
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What to do when you hear an alert tone activated:
 Remain calm
 Follow the fire evacuation procedure for your department and/or await instruction from your supervisor
 If guests ask what is happening, let them know there is no need for concern and the alarm is being investigated
 Never say there is a fire

In the event you are instructed to evacuate the premises:
1. Close all doors and windows and turn off all electrical equipment as you leave your area
2. Escort guests from the property as per the evacuation procedures
3. Make your way, via the fire stairs and exits, to the evacuation assembly point
4. Roll call will be taken of all staff to ensure no one is missing
5. Other specific fire instructions are located in the fire evacuation procedures manual located in your department. Please
familiarise yourself with your responsibilities in the event of a fire.

What to do when you are in a guest room/ enclosed department that is not your own:
During a fire, before you leave your guestroom:
1. Look at the back of the door for the location of the closest fire exit
2. Take your room key in case the fire or smoke is too heavy and you have to come back
3. Count the number of doors to the fire exit in case the smoke is too heavy to see so you can feel your way
4. Feel the door with the back of your hand to see if it is hot; if so do not open it. The doors in the hotel have a 4 hour
burn time before the fire can get through them.

If you get trapped in a guest room:
1. Dial switch from the room telephone and let the operator know you are trapped in a room
2. Fill bathtub or sink with water
3. Wet towels and put along the bottom of the door to prevent smoke from entering
4. Turn off air conditioning to prevent smoke from coming into the room
5. Remain calm until the Fire Brigade arrives

Location and Method of Operation of Fire Fighting Equipment
Each department has firefighting equipment. Please ensure you are familiar with the location of the nearest fire extinguisher in
your department. If any of this equipment is ever used it must be reported to Management immediately (once the pin is
removed and the trigger depressed, even if only a short burst, the cylinder is rendered inactive and would be useless if
required). This equipment is for emergencies only and is never to be used as a toy or irresponsibly.

Selecting the Proper Fire Extinguisher

 Class A - Ordinary combustible material (ie paper fires)
 Class B - Flammable or combustible liquids (ie oil fires)
 Class C – Electrical fires

A fire extinguisher with ABE rating is considered multi-purpose. An example of a multi-purpose extinguisher is Dry Powder.

Fire is usually depicted by the ‘triangle of combustion’. These combustion elements such as
air, heat or fuel need to be removed in order to extinguish the fire. The task of fire
extinguishers is to remove one or more of these elements, for example, remove air by
smothering, remove heat by cooling or remove fuel by starving.

Water Fire Extinguisher – these fire extinguishers are completely red

A very efficient and cost effective method to combat certain types of fires, the normal capacity of this type of fire
extinguisher is 9 litres. Water acts to reduce the temperature of the burning fuel so it is below its ignition point.

Water extinguishers are efficient and cost effective against Class A fires involving:
 Paper
 Textiles
 Wood
 Plastics
 Rubber

These particular extinguishers are not suitable to be utilised on Class B, (E) or F fires.
AIR HEAT
FUEL
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Foam Fire Extinguisher – red with a blue band or label.

These extinguishers contain a concentrate mixed with water, which produces foam when discharged. The normal
capacity of this type of fire extinguisher is 9 litres.

Foam extinguishers are effective against Class A & B fires involving:
 Paper
 Textiles
 Wood
 Plastics and Rubber
 Petrol
 Oil and Paints

Foam provides a blanket covering when utilised on flammable liquid or carbonaceous fires assisting with the exclusion
of oxygen and thus reducing the ability of fuel to continue burning.

This fire extinguisher should not be used on electrical equipment Class (E) fires.

Dry Chemical Powder Fire Extinguisher – red with a white band or label

Dry Chemical Powder fire extinguishers (DCP's) are the most widely used fire extinguishers, suitable for use on many
types of fires. The compact nature of these fire extinguishers, ranging from the 0.9kg domestic model up to the 9kg
industrial model, enables them to be utilised in numerous applications.

Dry Chemical Powder extinguishers are effective against fires involving:
 Paper , Textiles, Wood, Plastics and Rubber
 Petrol, Oil and Paints
 LPG, CNG and Acetylene
 Electrically Energised Equipment

The dry powder discharged against a fire has the ability to absorb fuel molecules into the surface thus diminishing the
ability of the fire to continue.

Consideration must be given to the location and usage of this product due to the discharge of fine powder. Specific
concerns include the restriction of vision for a short period, the infiltration of powder into sensitive equipment and the
creation of residue which, when dry, may be able to be vacuumed.

Wet Chemical Fire Extinguisher – red with an oatmeal coloured band or label

The normal capacity of this type of fire extinguisher is 7 litres, however Wormald has developed a 3.5 litre Wet
Chemical extinguisher with a 1A:4F rating, ideal where space is a restricting feature such as restaurant kitchens.

These extinguishers utilise an aqueous solution discharged in a fine spray to the surface of Class F fires.

The agent reacts with the burning oil, or fat, forming a ‘blanket’ which extinguishes the flame by creating a salifying
action and changing the burning liquid into a soap like substance. Once used, as the solution is usually alkaline, it is
recommended the surface be cleaned and all residue removed within a reasonable time period.

This product should not be used on Class (E) fires, however it will be effective on Class A fires.

Wet Chemical extinguishers are effective against fires involving:

 Cooking Oils and Fat

This product should not be used on electrical equipment fires, however it will be effective on fires involving Paper,
Textiles, Wood, Plastics and Rubber.

Carbon Dioxide (CO2) Fire Extinguisher – red with a black band or label

Carbon Dioxide (CO2) fire extinguishers are recommended by Australian Standards as “the preferred extinguishant for
use in electronic environments”. The normal capacities of this type of fire extinguisher ranges from 2kg to 5kg.
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Carbon dioxide is extracted from the atmosphere, stored at high pressure in the liquid state within a fire extinguisher,
for effective usage on Class (E) fires.

Carbon Dioxide extinguishers are effective against fires involving:
 Electrically Energised Equipment

This extinguisher may also be used on small flammable and combustible liquid Class B fires.
CO2 is a non-conductive and non-corrosive agent which reduces the oxygen available to support...
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