In the NDIS sector, especially one that involves employing Support Workers, the seamless operation of your business heavily relies on the expertise of a skilled Rostering Coordinator. This individual is responsible for managing the complex scheduling needs of your team, and in larger organisations, this may involve multiple Rostering Coordinators. The role demands a blend of soft skills and forward thinking.
Drawing from my experience owning and operating a disability service provider specialising in community access, I've identified several traits that are crucial for a successful Rostering Coordinator. While this list isn't exhaustive, it highlights the key qualities that I believe are essential. If you're in the process of hiring a Rostering Coordinator for your NDIS business, be sure to keep these traits in mind.
Problem Solving
Unexpected changes, people calling in sick, these types of challenges are inevitable. A great Rostering Coordinator is resourceful, quick on their feet, and capable of finding solutions to problems. They can think creatively and ensure that essential support roles are always covered. They have the ability to strategically rearrange schedules, even if it means making slight adjustments to other supports, to ensure critical services proceed as planned. They have a deep understanding of the organisation's resources and aren't afraid to use them creatively. Such examples might include adjusting supports to prioritise critical services or assigning an office staff member to cover a shift if necessary.
Resilient
A strong Rostering Coordinator must navigate difficult conversations with confidence, whether it’s delivering disappointing news, redirecting staff to complete different tasks, or addressing issues like a Support Worker constantly being late. They need to emphasise the importance of punctuality and be firm when staff resist working with certain Participants, encouraging them to persevere and reminding them that not all supports will be straightforward.
Importantly, they must be comfortable with letting people down at times and learn to detach from the role to a certain extent—understanding that it’s impossible to meet everyone’s needs all the time.
I’ve seen people who cannot detach themselves from the role, and it can really affect them when they cannot meet everyone's needs.
Some days, despite their best efforts, they may find themselves having called every available staff member in the organisation, only to face the difficult task of calling a Participant to cancel a shift—perhaps the very same Participant they had to cancel on the day before, knowing full well it won’t be well-received. Unfortunately, this is all too common in scheduling, and on some days, it’s simply unavoidable. Being able to handle these challenges with resilience and a level-headed approach is essential.
If your organisation is looking to hire a Rostering Coordinator, it’s important to keep this in mind during the hiring process. You might even consider presenting a scenario like this during the interview, asking the candidate how they would feel about a situation like the one described above and how they would respond. Setting clear expectations upfront will go a long way in ensuring you find the right person for the role.
Assertiveness
A Rostering Coordinator needs to be assertive, particularly when dealing with last-minute changes or requests from Support Workers. Without assertiveness, it can lead to a culture where employees feel comfortable calling in sick with any reason, knowing they won’t be challenged. By asking for more detailed explanations and/or requesting doctors certificates, the coordinator helps maintain accountability and discourages casual absenteeism.
This proactive approach is crucial in preventing a culture where last-minute absences become the norm, which in turn makes the Rostering Coordinator’s job significantly harder. While not everyone will misuse the system, the reality is that same-day appointments with no notice can quickly complicate the scheduling process, leading to more shifts to fill and added pressure on the coordinator.
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Multitasking
A Rostering Coordinator must excel at multitasking. One effective strategy is to document each phone call as it happens. Given the fast-paced nature of the role, where phone calls happen one after another, it’s easy to get sidetracked—especially when a more urgent issue arises. Without a clear record, the initial task, such as filling a shift, can easily be forgotten when a bigger problem demands immediate attention. Keeping track of each interaction ensures that no task is overlooked, even in the midst of juggling multiple responsibilities.
Award Knowledge
A Rostering Coordinator must possess a deep understanding of the SCHADS Award, including its complexities such as broken shifts, overtime triggers, and the various pay rates for afternoons, nights, and sleepovers. This role requires a proactive approach to leveraging this knowledge in collaboration with the organisations finance team to maintain a high-level oversight of the output/s delivered by the Rostering Coordiantor.
For example, a skilled coordinator should regularly assess key metrics like the number of broken shifts last week, the amount of overtime paid, whether all part-timers met their required hours, and the number of cancellations that occurred. This data is crucial for making informed decisions ensuring the roster is compliant and cost-effective.
To excel in this role, it’s essential that the coordinator undergoes thorough SCHADS training and has access to reliable resources when questions arise. This might include having a point of reference like a lawyer with a background in SCHADS, or utilising the wealth of SCHADS training courses available online.
By equipping themselves with this comprehensive knowledge and resources, a Rostering Coordinator can confidently navigate the complexities of the award, ensuring that both legal requirements and budgetary goals are met effectively.
Communication
Effective communication is crucial in this role, particularly when working with Participants, Support Workers and stakeholders.
You need someone who isn't afraid to pick up the phone—in fact, ideally, this person should be on the phone all day, every day.
I've seen instances where poor communication has led to significant issues. When changes aren't properly communicated, Participants can be caught off guard when an unfamiliar Support Worker shows up at their door.
This often results in complaints and, in some cases, Participants choosing to leave the service entirely. Clear, consistent communication is essential to maintaining trust and preventing these problems from occurring.
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