Rostering and Staff at Level 2
28 May 2020
Now that we have a somewhat clearer picture of what life at level 2 looks like, clubs will be having to look closely at their rostering and staffing levels. Many clubs have opted to alter their hours of operation and/or reduce lunch or dinner services and with this comes a need to re-negotiate hours with some staff, remember that everything you negotiate with staff still has to be done under exactly the same employment regulations as applied prior to Covid-19. Negotiating fairly and in good faith is still
How to approach renegotiating hours
Traditionally most Clubs are quiet until approx. 4.30pm with some exceptions. Saturday (race day) being an obvious one. And we acknowledge that, of course, all clubs are different. In any event one staff member should be sufficient until 4.30pm, then you will need a second person, and someone to replace the first employee who is going off shift. We suggest you come up with a draft roster which had no names on it. Just use an excel spreadsheet with the seven days across the top Sun-Sat Incl., and time slots down the left by each hour. Decide what time to open each day, in conjunction with your committee, and what time you propose closing. We recommend that under Level 2 you limit staff exposure to people by reducing hours, then on your spreadsheet show the number of staff rostered on in each hourly slot, e.g. 3-4pm one staff member, 6-7pm 2 staff members etc. Once you’ve done that then add up the total hours work available and allocate hours to individual employees in accordance with their employment agreements.
Alongside each staff member’s name note the minimum number of hours you must give them as per their contract. Add that total up and see how that compares to your pared down roster. Now you’re in a position to know who you may have to renegotiate hours with if necessary. It may be that you can reduce everyones’ hours by just a few to meet your target, that’s the fairest way. Staff will have to understand that the business, by virtue of the limitation on how many can enter the Club at any given time, will have reduced revenues and therefore costs need to be trimmed accordingly.
Managers need to remember that you have a duty of care to your employer to reduce costs where possible. We acknowledge there is a “human” side to all this as well, but at these times cashflow is of paramount importance to the survival of the Club. No-one wins if the Club is forced to close due to costs blowing out.
We realise this is a little complicated to explain just in a memo like this so for clarification, if required, contact Dave Tilley at Clubs New Zealand (firstname.lastname@example.org).
REMEMBER: WHAT WAS EMPLOYMENT LAW PRIOR TO THE OUTBREAK OF COVID-19 IS STILL EXACTLY THE SAME NOW. THE RULES FOR REDUNDANCY/RE-STRUCTURING ARE EXACTLY THE SAME. SEEK PROFESSIONAL ADVICE BEFORE ACTING.