Café Paradiso: Employee Induction Process

This document provides information about the employee induction process at Café Paradiso, including the procedures followed to ensure employees are properly inducted into the organization.

Assessment Coversheet
Student Name CIT Number
Competency Title, Code and
Banner Code
CRN
MANAGE OPERATIONAL PLAN BSBMGT517
CRN
Assessment Type ☒ Written ☐ Case Study ☐ Project ☐ Presentation ☐ Other
Assessment Name ASSESSMENT TASK 3: WRITTEN TASK
Assessment Date
Student Statement: This assessment is my own work. Any ideas and comments made by other people have been
acknowledged. I understand that by emailing or submitting this assessment electronically, I agree to this statement.
Student Signature Date
PRIVACY DISCLAIMER: CIT is collecting your personal information for assessment purposes. The information will only be used in
accordance with the CIT Privacy Policy.
Assessor Feedback
 Student provided with feedback
Attempt 1 ☐ Satisfactory ☐ Not Yet Satisfactory Date / /
Attempt 2 ☐ Satisfactory ☐ Not Yet Satisfactory Date / /
Assessor Name Assessor Signature
Note to Assessor: Please record any reasonable adjustment that has occurred for this assessment.
Instructions to Assessor
Work, Health and Safety: A work health and safety check of the assessment environment is to be conducted prior to the assessment and
any hazards addressed appropriately.
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Information for Students: You may have two (2) attempts for this assessment.
 If your first attempt is not successful, your teacher will discuss your results with you and
will arrange a second attempt.
 If your second attempt is not successful, you will be required to re-enrol in this unit.
Only one re-assessment attempt will be granted for each assessment item.
Time Allowed: 3 weeks
Materials Provided:
 Business plan and case study notes for Café Paradiso and Kingfisher Garden Centre
 Templates for operational plan
 Computer and internet access both in the class room and at the CIT Library on all
campuses
Assessment Range and Conditions:
This is an open book assessment, you can use the resources on elearn and the Didasko
learner guide.
This assessment will be made available after week 6 of this unit once the operational plan
has been written. The assessment must be saved as a pdf file and uploaded to elearn in the
appropriate dropbox by the due date.
Assessment Criteria: To achieve a Satisfactory result, your assessor will be looking for your
ability to demonstrate the key skills/tasks/knowledge detailed in the Assessment Task to
industry standard.
 Key performance indicators
 Contingency planning
 Induction of staff according to HR policies
 Organisational policies, practices and procedures relating to HR, procurement and
record management
 Intellectual property requirements
 Budget results
 Improvements to budget performance
 Mentoring and coaching
 Variations to the operational plan
 Legislative and regulatory requirements
Assessment Task Instructions for Students
This is a short answer task, reference your operational plan, read the case study and
business information given and answer the questions. You are expected to analyse the
information and explain your answers in detail. You can ask the CIT Restaurant staff and
teachers any questions to assist you with this assignment.
Type your answers into this document, save it as a pdf file on your desktop or usb, then
upload into elearn.
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Assessment Task 3: Written task
Q1. According to the original brief the restaurant re-style was to be completed by 7th
February. Looking at the timelines in your project, What you would do if the following
occurred:
1. The menus are not printed by February 6th and will be held up in printing until
February 10.
Answer – If the menus are not being printed by 6th of February, and the re-styling of the
restaurant is completed by 7th of February, it is likely that the restaurant would be opened
but there would be count of menu hand-out’s to serve them to the customers. However, an
alternative way could be taken to solve the problem. The owners could shorten the menu of
the restaurabt for a while by serving only the specials from 7th of February till 10th of
February. The special would be easy for the waiters to remember. It would aslo eliminate the
risk of not having a menu for the restaurant and serving the food not accordingly to the
customers’ as speials would have their own styles and essence while would allow the
customers’ to tase something out of the blue, thus making both the work easy.
2. The new tables have not been delivered on time, and won’t be installed until after
February 8.
Answer - After the re-styling of the restaurant, it is likely to be reopend. Although, the tables
that were ordered in place of the old once have not be delivered yet and likely to be
installed after 8th of February. In this case the restaurant could only serve take outs of the
special’s that they would be taking order from the restaurants. This is would solve the their
problem till the new tables are installed and set for the restaurant to be operational again.
This would be hard for the regular customers or for the new ones but adding additional
offers the specials would be helpful in comforting the customers for a while.
Q2. Look back at your operational plan. What are your KPI’s for the chef to produce the new
menu?
Answer – In a restaurant, it is important to track the key performance indicator for
enhancing the daily business. It is alos the key process for the accelareting the success of the
restaurant. There are different key performance indicator to measure and analyse in a
restaurant. The key performance indicator for that would be kept in mind for assessing the
chef in making the new menu. The following KPI’s are –
a. Menu item profit and popularity – It is to be monitored as hig-profit menu is
considered as great but sometimes it is independent of the sales and are insignificant
ot the statistical percentage. Popularity of the foods are also necessary as if the food
is not popular, customers’ are not ordering it and thus it is unnecessary to keep in the
menu then.
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b. Production time per dish – It is also necessary to know the preparation time for the
dishes in the menu to know. It would be helpful to know the if some dishes are
taking more time in making or less time as according to the preparation time, the
new menu should be created. However, if some food is taken immense amount of
time in production then it is not wise to keep that dish in the menu as it would be
foolish to make the customers wait, it would create a bad image and impression
among the customers.
c. Best and worst selling items – According to the popularity, the menu is categorized as
the best and worst selling items. It is necessary to know the what are the best and
wort selling items of the restaurant. With the help of this data, it would be necessary
for the chef to analze the make the menu accordingly ot that.
d. Food wasted per food purchased – It is also considered as an important factor for the
chef to measure as the key performance indicator. Accordingly to the new laws,
wasted on off is highly prohibited and it is the responsibility of the restaurant to
monitor the wastage of food. Thus, the chef should keep in mind the
How will you measure the KPI’s?
Answer – The above mentioned key performance idicators are necessary for the chef in
creating the new menu of the restaurant. There sould be methods and modes of measuring
the key performance indicators too.
The primary step for measuring the key performance indicator are
a. Establishing the goals and objectives
b. For the goals and the objectives, critical success factirs are also needed to be
established.
c. The measures for the respestive charectors is needed to be collected.
d. Calculation of the metrics for the measures is needed.
What will you do if the Chef does not meet the expected KPI’s?
Answers – Before taking any rash decisions that would harm the restaurant, it should be
analysed the reason behind why the chef is not meeting the expected key performance
indicators. It should be monitored that why the chef is not able to meet the expected KPI’s,
is is due to internal factors or it is due to personal ddrawbacks. After realising the reasons, it
should be solved taking in account the concrens of the chelf too.
The following documents are an excerpt from the business plan for a new venture proposed
by Brendan and Margaret Elliott called Café Paradiso. Read through the following and then
answer the questions.
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7.0 Human Resource Management
The management of the business comprises Brendan and Margaret Elliott who between them
have significant experience in the hospitality industry. Brendan is a qualified chef and has
successfully managed a number of restaurants both here and overseas. Margaret has
experience in the ‘front’ and ‘back’ offices of resort hotels and is highly respected in the
industry for her management skills.
The maximum staff requirement (including the owners) is estimated at 6 employees. Two of
the employees will be employed on a part-time basis. The main skill sets required are food
preparation, sales, customer service, front counter, stock control and management. It is
planned to retain two staff members from the previous ownership and recruit two more
appropriately qualified staff. We will be taking them through our in-house induction program
prior to opening.
Salaries and wages in the first year are estimated at $182,000 and $200,000 in the second
year of operation.
7.1 Organisational Chart
Staff at Café Paradiso will be organised into two teams. Team 1 will be headed by Margaret
Elliott and will be responsible for customer service and administration. Brendan Elliott will
head Team 2 which will be responsible for the food preparation and the kitchen.
Margaret will have primary responsibility for staff, accounting, sales, marketing, and managing
the operation of the Café. Brendan will be responsible for HR, stock control, the kitchen and
food preparation.
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Owners/Managers
Team Leader 1 Team Leader 2
Team 1Team 1

7.4 Human Resource Requirements
Table 13: Analysis of human resource requirements
The team of staff will be comprised of Brendan and Margaret, plus two service
staff (counter and waiting), one assistant ‘chef’, and one ‘kitchen hand’. Two of
these staff will be casual and will work on a part-time basis. This equates to 5
full time equivalents (FTEs).
Table 14: Staff and wages estimate
Number of Staff Wages $
Current
Year
Next
Year
1
Next
Year
2
Current
Year
Next
Year 1
Next
Year 2
Administration
Sales/Marketing 3 3 4 $82,000 $90,000 $100,000
Management 2 2 2 $100,000 $110,000 $120,000
Production
Secretarial
TOTAL 5 5 6 $182,000 $200,000 $220,000
The above includes casual staff. Staff will be employed under the Hospitality
Award.
7.5 Job Descriptions
Under review.
7.6 Employment Conditions
As per Hospitality Award.
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Full Time
Staff
Permanent
Part Time
Casual Staff Contractors
Team 1 2 1
Team 2 2 1
Catering
Total 4 2

7.7 Training and Development
Table 15: Analysis of qualifications/skills & competencies
Actual (1-10) Forecast (1-10)
Administration 8 8
Accounting/ Bookkeeping 8 8
Computer/EFTPOS 10 10
Legal Matters 8 8
Marketing/ Sales 9 - 10 9 - 10
Management 9 - 10 9 - 10
Personnel 8 8
Production/Process 8 8
Research/ Technology 8 8
Secretarial 1 1
Strategic Planning 8 8
Other
The skills and competencies are largely covered by Brendan and Margaret and professional
expertise will be provided by our external lawyer and accountant.
Table 16: External or internal on-the-job training courses
Staff
Member
Training
Course Details Date Duration Cost
All team
members (5
FTE)
Induction
Course
Prior to
opening,
then as
required.
2 days $2,400
Q3. Considering the Café Paradiso business information, what would you do to ensure that
employees are inducted according to the organisations procedures?
Answer - During the employee induction process, the trainer must use a lot of visuals, and
try to avoid text based training. This is because human beings are much more likely to
remember the images rather than text. It is also important to tell stories which provide an
emotional connection to information.
One has to remember to use positive language and tell people what they can do rather than
what they can’t do. The trainers should consider involving senior management, so that the
trainees get to see the people behind the scenes of the company.
The trainer has to remember to answer as many why questions as possible, so that new
hires understand why the companies require them to do things in a particular way.
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To make the training even better, one can include participative learning methods by asking
the questions and relating those questions to learners’ personal experiences. It is also a
good idea to use assessments to improve content recall and retention. Additionally, the
trainer must communicate the core values of the organization.
Q4. Write a procedure here to ensure that all new staff are inducted according to the
management’s practice.
Answer –
 Prior to a new staff member arriving, plan out their first week and month.
 On their first day, go through the schedule with them. The schedule should explain
when you will be having performance discussions and you will need to ensure that
they understand the key performance benchmarks they are expected to achieve.
 Make sure your new staff member understands your business policies and
procedures and get their signature to demonstrate their understanding and
agreement.
 Educate and train them on your key products, services and systems – then test their
knowledge.
 Recognise and praise your new staff for each milestone and provide constructive
feedback to keep them on track.
 Make sure the rest of your staff engage and help your new team member.
 Go through an induction checklist to ensure you don’t forget any essential
information.
On their first day, the new employee should be given an employee handbook, or induction
manual. This will allow the employee to have ready access to all the necessary information
about the business, such as policies and procedures, company values and vision, key people,
etc.
Having a 3-month performance plan will ensure the new employee is clear about the key
direction of the role and what is expected of them from the start. It lays out the tools, skills
and tasks that they will need to learn. Your new employee will know exactly what’s
expected of them and they will immediately be able to envision a future with the company.
Don’t wait until the end of their probation period to have performance discussions. Use this
plan to structure your conversations. This will ensure the employee knows exactly what to
expect and what to do to be successful.
8.3 Purchasing and Supply
Brendan has contacted all existing suppliers and has negotiated supply arrangements on very
attractive terms. At this point there are no written contracts although three suppliers have
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indicated that they are currently preparing contracts for execution. Where suppliers do not
provide formal contracts we will be requesting an exchange of letters to confirm the basic
arrangements.
In most instances local alternative suppliers exist. Where local alternative suppliers do not
exist, we have identified alternative suppliers from nearby regions who have the capacity to
meet the café’s needs in a timely manner at a reasonable cost.
Table 18: Listing of major suppliers
Name Product/
Service
Volume
Purchased
Trading
Terms
Alternate
Suppliers
Mountain
Glen Fruit &
Vegetable
Supplies
Fresh fruit
and
vegetables
$1,400 per
week
30 days Alternative local
supplier
‘The Greengrocer’
Tasty Meat &
Delicatessen
Supplies
Fresh meat,
manufactured
meat, and
delicatessen
items
$500 per week 30 days Alternative local
supplier
‘Mavs Meat
Supplies’
Mountain
Glen Bakery
Supplies
Fresh bread,
rolls, and
flour etc
$1,200 per
week
30 days Alternative local
supplier
‘The Daily Bread’
Café
Supplies Pty
Ltd
Plant and
equipment
As required. 30 days No local alternative
supplier
Interstate options
Hot Shot
Coffee
Supplies
Coffee beans $150 per week 14 days No local alternative
supplier
Interstate options
BWS (Drink
Suppliers)
Wines, beer,
soft drinks
$350 per week 30 days
A number of
alternative suppliers
exist
Various
Uniforms R
Us
Staff
uniforms &
badges
4 per quarter 30 days Alternative local
supplier
‘Workwear’
Café
Supplies
Serviettes,
tablecloths,
promotional
material
30 days No local alternative
supplier
Interstate options
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Q5. Read the purchasing and supply policy above, and then write a procedure here to
ensure that all resources are acquired according to the managements policies.
Answer - The four tips mentioned below on how to manage resources
Plan to Plan
Planning is important when it comes to being efficient. Time is money and it is best to plan
for effective resource management from the very beginning of projects.
Take a Systematic Approach
One of the most effective ways of using resources and minimising their use at work when
possible is by adopting a systematic approach
Use Technology Where Possible
The use of technology goes a long way in speeding and easing up processes significantly.
Any feature of the project that can be completed using technology should be automated.
Use Resource Management Software
Resource management software is a useful tool to significantly enhance the operations of
your business.
Q6. In what circumstances would you be using the “alternative suppliers”? Give an example.
Answer - Alternative supplier means, that a part will be supplied by a defined group of other
retail branches instead of the normal parameterised vendor or other external suppliers.
For example –
 The delivering branch is member of the own dealer group
 A dealer group is consisting of the main and its subsidiary branches
 Alternatively supplied parts are valid for stock orders as well as emergency orders
Q7. If another Chef comes to work at Café Paradiso, explain what are this Chef’s and the
employers rights when it comes to intellectual property.
Answer – The rights that is shared by the previus chef or the existing chef, those rights would
be given to the new chef with the same amount of responsibility and the respect that is
enjoyed by the existing chef.
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Q8. If Chef writes a new menu along with accompanying recipes can they take it with them
when they leave? Who does it belong to?
Answer –
 Recipes can be copyrighted, but copyrighting doesn’t keep someone else from using
the same formula or recreating the same food.
 The chef may consider the recipes they create as their own intellectual property.
 A chef you have fired or who quits may think it’s a good idea to go to work for one of
your competitors and make the same food you serve to hurt your business.
 The chef takes their recipe book with them which are the only written copies of the
recipes to your food
Q9. What would you put in the contract of employment for a new Chef to acknowledge
these rights?
Answer – In the new contract, all the terms and conditions would be same as that of the old
contract in the restaurant but there would be an addition to the contract the previous mens
would be entitled to restaurant and the new modifications in the dishes cannot be shared
with anyone if the chef leaves or is fired.
1.5 Financial Plan
Our projected performance is summarised below:
Turnover: Year 1 $536,650 Year 2 $580,000
Gross margin $378,690 (71%)
Net profit (before tax) of $109,869 in the first year, growing to $131,175 in the second year of
operation.
The business is cash flow positive from the first month of operation
Break-Even is estimated at a monthly sales level of $30,869
Return on Total Assets: 37.3%
Return on Equity: 51.2%
The purchase price of the business is $170,000. Total start-up cost has been calculated at
$209,810 and is to be funded by way of a $104,905 bank loan and equity injection of
$104,905 from Brendan and Margaret. It is proposed that the loan be paid back over a two
year period from cash flow.
2.3 Goals and Objectives
Goal one: maintain continuity of customer relationships during the changeover by:
 Retaining two key staff members of Café Paradiso
 Maintaining the existing price levels
Goal two: maintain market share and sales through the change of ownership then grow
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market share to 40% in 18 months. The strategies to achieve this goal are:
 Increase the number of customers
 Increase the average sales size
 Increase repeat trade from customers
 Undertaking more aggressive marketing and promotion
Goal three: generate a before tax net margin of 20% for the next two financial years by:
 Eliminating high cost purchases
 Improving cost control
 Improving stock control
Q10. Consider the financial plan above for the Café Pardiso.
How will you monitor the progress of this business to achieve the profit in year 1 and 2?
Answer -
By using financial ratios it can be assessed where the business is underperforming, and judge
the effects changes in one area will have elsewhere.
Monitoring figures closely will allow the owner to maximise efficiency and minimise waste,
which will help the business in the long run.
Q11. Consider the Goals and objectives of the business in the business plan above.
How will the business go about achieving Goal two?
Answer – The improvement in the cost control would be assessed by monitoring the cost
management of he business. The practical ways in doing it are –
1. First, perform a WBS with the team
2. Next, create a contingency reserve
3. Create a management reserve
4. Perform change control
5. Compare the actual expenses against the planned expenses regularly.
Q12. How will you monitor the progress of the business against goal two?
Answer –
1. Preparation of Key Financial Statements
2. Preparation of Aged Debtors Trial Balance
3. Preparation of Inventory Records
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4. Preparation of Working Capital Statements and Financial Ratios
5. Analysis of Overheads
Q13. After 6 months in business, only the number of customers have increased out of the 4
strategies in goal two. You will need to review your processes for achieving these goals.
What might you change?
PROFIT LOSS STATEMENT JAN – DEC 2018
BUDGET ACTUAL VARIANCE
SALES 536,650 482,000 -54650
COST OF SALES 157,960 142,000 -15960
GROSS PROFIT 378,690 340,000 -38690
ACCOUNTANT 4,525 6,000 1475
ADVERTISING 2,400 800 -1600
BANK CHARGES 1,200 1,075 -125
CLEANING 12,000 15,405 3405
DONATIONS 2,000 500 -1500
ELECTRICITY & GAS 6,000 5,800 -200
FEES & LICENSES 1,996 1,860 -136
INSURANCE 2,400 2,400 0
INTEREST 10,080 10,080 0
POSTAGE, PHONE 4,800 3,200 -1600
PRINTING
STATIONARY
1,200 5,600 4400
RENT 26,400 26,400 0
REPAIRS 2,400 2,100 -300
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MAINTENANCE
SUBSCRIPTIONS 1,200 530 -670
TRAINING COSTS 2,400 6,700 4300
SALARIES & WAGES
(GROSS)
182,020 235,120 53100
TOTAL OVERHEADS 232,900 323,570 90670
NET PROFIT BEFORE
TAX
145, 790 16,430 -129360
Q14. Consider the profit loss report above for Café Paradiso’s first year of trading.
Fill in the variances for each line of the report.
Remember the formula is ACTUAL – BUDGET = VARIANCE
Q15. Analyse the budget variances you have calculated, give possible reasons for the
following variances:
i. Net profit – There’s a huge difference between the budget and the actual in the
profit and loss chart of the café. This is due to the low amounts estimated in the
actuals and the budget in the net profit.
ii. Salaries and wages – The difference in the actual and the budget is quite low here
which signifies that the estimated budget for the salaries and the wages is
exceeding the actual amount they have to pay.
iii. Sales – There have been a loss in the actual and the estimated budget for sales as
the sales of the café have gone down due to the
iv. Cost of sales – There also have been a loss in this section due to the decrease in
the sales of the foods at the café.
v. Printing & stationary – The estimayted budget for the printing and stationary
have been crossed by the actual buget that costed for the printing and the
stationaries due to the remodling of the café.
Q16. Make suggestions for improvements for year 2. How can the business rectify the
mistakes of year 1.
You will need to make at least 8 suggestions for improvements for future budget
management.
i. Adverstising should be increased
ii. Bank Charges should be monitored
iii. Cleaning expenses should be decreased a little
iv. Printing and stationary expenses should be monitored
v. Interest should be checked
vi. Repair maintenance should be monitored
vii. Fees and licence should be monitored
viii.Salaries and monitors should be maintained
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Q17. You have employed two new staff members for front of house duties, they have had
basic training in the business processes. How could you make sure that they are familiar with
the policies and workplace procedures without a high cost to the business?
Answer – It would be wise to provide mentoring ot the new staff by a old and experienced
staff who are familiar with the policies and the procedures of the business.
Q18. a. Explain what mentoring is?
Answer - Mentoring in simple terms can be defined as a relationship or link established
between someone who is experienced and someone who is not.
b. How could you use mentoring in this situation?
Answer - The relationship is facilitated by a specific mentoring agenda comprising several
mentoring processes (initiated usually by the mentor) with the goal being that the mentee
achieves or at least moves toward achieving their personal goals and/or professional career
goals
Q19. You will need to monitor the kitchen food costs very closely as the cost of goods was a
lot over budget in year 1. How will you do this?
Answer – The cost could be monitored by keeping track of all the intakes and the goos that
are being bought for the production. The cost woukd also be monitored with the analysis of
the costof production of the food. This would help in estimating the budget.
Q20. You have 3 new staff members in the kitchen, how will you make sure that they are
using the equipment safely? Nominate 2 procedures you could introduce.
i.Keeping surveillance over them
ii. Keeping them in touch of experienced workers while using equipments.
Read the following information:
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Extracts from selected sections within Kingfisher Garden Centre
administrative policies and procedures
Document creation and capture
Staff should ensure they create official records of all decisions and actions made in the course
of their official business. For example, if business is transacted by telephone, file notes of the
key points in the conversation should be documented. Official meetings should include the
taking of minutes. Operational plans should be version controlled.
All records defined by the organisation as important to create should be captured into
designated record keeping systems (hard or electronic versions) so they can be managed
appropriately.
Records should be placed in an official file. Department-specific files should be kept and
maintained by the generating department. Operational plans, supporting documentation and
performance data for all areas of the organisation should be filed in the main administrative
hub. These files will be given a unique identifier code.
All official outgoing communications, including letters, faxes, emails, etc., should contain
reference to the file number, as prompted in the templates. Further information is available in
the Records Management Procedures.
Storage
Current hard copy records should be stored in designated storage areas (see ‘Document
creation and capture’) with access restrictions as outlined in the Records Management
Procedures.
Electronic records may either be retained online (on servers) or offline (on DVDs, USB stick,
portable hard drives or other removable media). Records of short-term value will be disposed
of at suitable intervals by the administrative assistant in each department. Records of long-
term or archival value should be retained online wherever possible and managed in
accordance with the Records Management Procedures.
Maintenance and monitoring
The location of each record needs to be recorded and updated at every movement of the
record when transferred between departments. Record keeping is not required within a
department. Staff members should update the file register or notify the relevant administrative
assistant when passing records on to another office, store or department.
The main administration office has implemented a number of security and counter disaster
measures as part of its Information Security Management System (ISMS) for safeguarding its
information assets. Staff should abide by these measures at all times. See Records
Management Procedures for more information.
Access
Records must be available to all authorised staff that require access to them for business
purposes. Reasons for restricting access are outlined in the Records Management Procedures.
Contractors and outsourced functions
All records created by contractors performing work on behalf of Kingfisher Garden Centre
belong to the organisation. This includes the records of contract staff working on the premises
as well as external service providers.
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Contracts should clearly state that ownership of records resides with Kingfisher Garden
Centre, and instructions regarding creation, management and access to the records created.
Disposal
Administrative records common to all or many public offices such as financial and personnel
records are covered under general retention and disposal authorities compiled by State
Records authorities and federal legislation.
Q21. Consider the Records management procedures in the Kingfisher Garden Centre
information.
Write a policy here for the records that you will need to keep for Café Paradiso, they are:
- Budgets and financial records
- Strategic plans, business plans and Operational plans
- Staff induction and performance management records
Answer –
1. Strategic planning is undertaken to provide direction and focus to the Governing Board
over their four year term.
2. Budget and business planning is undertaken to support strategic planning and decision-
making and to serve accountability by enabling the Superintendent to plan for the
resources needed to provide programs and services to students.
3. Draft budget preparation will follow a decentralized approach with each department of
the Board responsible for completing initial budget requirements based on
documentation standards established by the Director of Financial Services.
Q22. How would you implement this policy in your business. List out the steps you would
need to take to ensure all staff are aware of the new policy and trained in the processes.
Answer –
1. Obtain Stakeholder Support
All too often those who are expected to carry out the policies and ensure adherence to
the policies are not consulted prior to the implementation of the policy.
2. Communicate with Employees
Organizations should give employees background information (when possible) as to
why the policy is being implemented. Employees should be given enough details to
make the organization's position clear while keeping the communications process short
and simple
3. Update and Revise the Policy
© Canberra Institute of Technology RTO Code 0101 Page 17 of 18 Date created: 24/11/2015
cit.edu.au Date updated: 30/08/2024

Clear, well-written policies that are regularly reviewed can be effective employee
relations tools and communications devices. They illustrate the organization's
commitment to a positive work environment.
Q23. Considering the operational plan you have created for Restaurant@CIT.
i. What legislation and regulatory requirements do you have to work to in the
Restaurant? This includes front of house and back of house.
ii. What policies, practices and procedures will be affected by the operational plan
you have created? Think about what changes you have made to the way the
business operates.
Answer – Legislations and regulations are
Food Hygiene Certificate – This certificate proves that you are aware of, and operating
under, the appropriate food hygiene and health and safety regulations.
Food Premises Approval – If you restaurant handles any meat, fish, egg, or dairy products
Alcohol licence – If you plan to offer alcohol on your menu, you’ll need to obtain an Alcohol
On-License
Planning permission – In addition to gaining permission to make physical changes to a
building, you will also need to check permission to use the building as a restaurant.
The Policies, practices and the plans effected are –
The practices in the front houses and the back houses would be effected by the operational
plans. The procedurecs of the new policy conduction could be effected as the operational
plan might not fit with the new policy procedure.
© Canberra Institute of Technology RTO Code 0101 Page 18 of 18 Date created: 24/11/2015
cit.edu.au Date updated: 30/08/2024