Café Paradiso: Employee Induction Process

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.
© Canberra Institute of Technology RTO Code 0101 Page 1 of 18 Date created: 24/11/2015
cit.edu.au Date updated: 7/04/2023

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.
© Canberra Institute of Technology RTO Code 0101 Page 2 of 18 Date created: 24/11/2015
cit.edu.au Date updated: 7/04/2023

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.
© Canberra Institute of Technology RTO Code 0101 Page 3 of 18 Date created: 24/11/2015
cit.edu.au Date updated: 7/04/2023

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.
© Canberra Institute of Technology RTO Code 0101 Page 4 of 18 Date created: 24/11/2015
cit.edu.au Date updated: 7/04/2023