Catégorie : Management

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Management Trends

Defining a tourist experience

What exactly is a « tourist experience »? The concept is both vast and abstract. Does it refer to that special something that travellers talk about upon returning home? Is it what makes people select your destination above others in a very competitive market? We need to establish just what it is that makes our product stand out.

A mix of many things

Much has been written about the concept of experience: definitions, models, aspects, characteristics, experiential grids, methods, etc. Webster's Dictionary defines an experience as « something personally encountered, undergone, or lived through, » but experience also means engaging the senses and creating long-lasting memories.

Pine and Gilmore have written a book on the subject entitled The Experience Economy. According to these authors, creating an « experience » means making one's service or product more theatrical, so that employees become actors, customers are guests and the site becomes a stage. Hoteliers, tour operators and attraction managers trade in their roles as service providers and become artistic directors. Disney applies this model to its theme parks. A true tourist experience must amaze and astonish:

  • it must create a lasting memory
  • it must differentiate one's product from the competition
  • it must involve innovation
  • it must be highly unique

According to the London School of Business, « In today's environment of ever more sophisticated consumers, those who deliver memorable customer experiences consistently create superior value and competitive advantage. »

The product of many ideas

Today's travellers want to learn, discover and undergo unique experiences. They are looking for something interactive. They want to know how other people live, go behind the scenes and visit places that tourists do not usually see. An experience can be triggered by anything from one small detail to an overall concept:

  • In a restaurant, for example, it could be the package of cookies provided at the end of a quick pre-theatre dinner, the disposable camera for snapping pictures of a birthday celebration or a scarf for a customer who is cold.
  • In an aquarium, it could be the touching pool that enables visitors to handle marine life and the staff biologist who explains the life cycle of the species present.
  • In the case of a travel group attending a play, it could be a post-performance meet-and-greet with the actors.
  • For a tour of an historic site, it could be getting visitors actively involved; to experiencethe everyday life of past generations, visitors could wear their clothes, engage in their activities and eat like they did.

The sum of many details

To provide a true experience, one must not improvise. Extensive planning and effort are required. One must:

  • have a good deal of energy and creativity, know how to innovate and think of things to amaze and surprise,
  • carefully orchestrate every step of the experience, from the visitor's initial contact (advertising, telephone service, Website, etc.) to when the visitor goes home and even beyond (post-visit thank-you or souvenir, a certificate of participation, a CD-ROM of slides, etc.),
  • develop outstanding service; this is always a key to success, and
  • pay special attention to small details which guarantee a smooth-running, successful experience ? a smile, a smell, a little something extra, an element of surprise, the atmosphere (lighting, music, décor, personal appearance and dress, etc.), or a well-written e-mail.

The source of many memories

Many suppliers have their own way of promising a unique experience:

  • Singapore Airlines is very popular among travellers and has accumulated an impressive list of awards to prove it.
  • An entire family gets caught up when planning a trip to a Disney park.
  • The expression « à la Montréal » suggests urban wonders at the lively rhythm of the Montréal lifestyle.

Cirque du Soleil does not have a monopoly on the ability to amaze and astound. Budding artistic directors, try boosting your creative genius with the following exercise: Ask yourself « What aspects of my product could make people sit up and say 'Wow!'? »

« You can't expect to see different results by doing the same things.
You have to challenge yourself to do things differently. »

Graham MacNeil, Maritime Inns & Resorts

Sources:
– Canadian Tourism Commission. « Defining Tomorrow's Tourism Product: Packaging Experiences, » June 2004, 43 p.
– Chair in Tourism. « L'expérience: concepts et évaluations, » Research report prepared exclusively for Tourism Montréal and the Canadian Tourism Commission, April 2004, 36 p.
– Nova Scotia Tourism Partnership Council. « 2005 Nova Scotia Tourism Plan – Deliver the Experience, » 2005, 27 p.
– Paquin, Benoit and Normand Turgeon. « La clientèle et le facteur 'WOW!', » Téoros, Summer 2004, p. 27-33.
– Pine II, B. Joseph and James H. Gilmore. « The Experience Economy, » Harvard Business School Press, 1999.

Catégories
Management Marketing @en

Finding your (new) niche!

Competing with Marriott, Disney and Air France is not an easy task, but it is possible to carve out a place among the giants. This product or service « niche » represents a small, unexploited or underexploited market segment that appeals to a particular clientele.

Dream big but think small

When you're playing with the big boys, creating a niche is the best way to eliminate direct competition. At a time when clients are demanding increasingly personalized services, the niche meets a previously overlooked or neglected consumer need, such as focusing on the specific requirements of a certain group.

Rather than focusing on price, the best strategy for small and medium-sized businesses that want to develop a market niche is to narrow their business focus, since niche customers prefer to deal with companies that have specialized expertise.

Listen for the sound of opportunity knocking

Niche ideas are not shouted from the rooftops. To find them, you need to know how to listen to people, understand their problems, pick up on casual remarks and analyze lifestyles.

After a staff member overheard a group of expectant mothers nostalgically recalling their vacations, Woodside Hotels and Resorts (that operates 5 luxury California hotels) developed the « babymoon. » This product is aimed at couples who want a trip or weekend away to help them relax and reconnect before baby arrives. Socio-demographic data prove the relevance of this new niche: couples are waiting longer before starting a family and, because they usually have two incomes, are fairly prosperous and used to spending money on themselves.

Leave your competition in the dust

Simply put, the way to stand out in a highly competitive market is to develop a different approach. To do so, you need to venture off the beaten track and explore new horizons. Here are some strategies to help you carve out a niche for yourself:

  • Create a specialized product within an existing product market;
  • Adapt your product to target another market segment (expectant mothers, for example);
  • Discover a promising product and invest in it;
  • Examine what works in other businesses or industries and see if you can adapt those strategies to your product;
  • Add elements the competition doesn't have, or create new combinations of elements that either improve your product or produce a new one;
  • Find ways to personalize your product;
  • Look for an area in which you can beat out the competition: safety, speed, quality, ease, convenience, (opening hours), etc.

Venture off the beaten track

Striking out on your own can mean improving the product or service itself, the way it is distributed, managed or advertised, and so on. Here's what some enterprising travel industry players are doing:

  • After analyzing consumer behaviour and changes in luxury travel, some tour operators have come up with stylish, unique concepts: 4-wheel-drive your way through Chile with breakfast in front of a geyser, travel through India like a Maharaja, stay in a beach bungalow on stilts and stroll among the seabirds, have a bottle of champagne delivered to your home when you reserve and a fresh bouquet of flowers awaiting your return.
  • Other operators are exploring more unusual leisure activities: driving around a track at the wheel of a Formula 1 racing car, taking part in a modeling shoot or riding in a hot air balloon. The French company MagicDay packages its products as original gift ideas.
  • When tourism authorities at Fairbanks, Alaska decided to capitalize on the Northern Lights, they negotiated with the Japanese government to attract Japan Airlines flights to the city's airport.
  • Disney Theme Parks have always revolved around storytelling, with employees as the actors, visitors the audience and the park as the stage. Artistic directors and stage managers work out the overall theme and individual roles.
  • In an attempt to revive tradition, the historic city of Kyoto, Japan is providing free access to public transit and museums to anyone wearing traditional Japanese dress. Foreign tourists are invited to learn how to put on a kimono.
  • The slow travel movement, an offshoot of the slow food movement, is based on the idea that tourists can discover a region and its customs at their own pace by renting an apartment or villa.

So, why not try something a little offbeat? After all, remember all the things people find they can do with duct tape!

Sources:
– AFP. « Métro et musées de Kyoto gratuits pour les porteurs de kimono, » 8 mars 2005.
– CCT. « Le tourisme auroral a le vent dans les voiles, »mars 2005.
– Chanial, Jean-Pierre. « Tour-opérateurs de charme », Le Figaro, 8 décembre 2004.
– Fralic, Shelley. « Babymoons: the final fling, » National Post, 31 juillet 2004.
– Hanzal, Al. « Niche Your Way to Profits, » [www.ecomhelp.com].
– Primm, Roy. « How To Create A Niche – And Grow Rich!, » [www.ecomhelp.com].
– Primm, Roy. « The 14 Commandments Of Creating A 'Wealth Pulling' Niche!, » [www.ecomhelp.com].

Catégories
Management

Understanding performance evaluation

In tourism, performance evaluation involves objectively assessing projects completed to date according to a predefined plan, whether this relates to a policy, a program or a strategy. Such an evaluation relies on clearly defined goals, pertinent indicators and a number of information sources that are too often incomplete.

Various information sources

Databases of strategic information are produced by various sources. For example, Statistics Canada supplies a wide range of tourism-related statistics. Tourisme Québec conducts studies and research on specific products, and certain tourist regions have developed performance indicators for accommodations, attractions, activities, events, business travel, and so on. However, the information obtained can be several years out of date – this is often true of statistics – making it of little use for strategic purposes. Furthermore, since methodology and data collection can differ from one source to the next, data are often difficult to compare.

An important strategic tool

To clearly understand tourist behaviour on a continuous basis, and measure monthly and annual changes in various tourism sectors, it is vital that information be obtained in as close to ?real time? as possible to encourage effective decision-making. Therefore, data must be produced rapidly and – more importantly – be integrated into a marketing plan or development process that enables managers to better evaluate their performance in terms of their own objectives.

An ongoing cycle

The evaluation process begins when goals are set for the plan, strategy or program. This step is crucial because it creates a foundation for developing evaluation mechanisms and selecting performance indicators. Of course, the goals set must reflect the concerns of the entire industry. In addition, well-defined goals share some basic characteristics: they are specific, measurable, attainable (given the resources available), realistic and timely.

The next step is to define pertinent indicators to measure the progress made toward the goals and supply information for decision-making. These indicators should be:

  • Useful. Are the indicators truly appropriate for the decision-making process? Are they relevant to a wide range of users? Can they be used to assess the actual changes brought about by the action taken? For example, a study of the complaints registered at various tourist information offices could certainly be used to evaluate visitor satisfaction;
  • Reliable. Are the information sources recognized and reliable? Is the research methodology valid? Are the findings accurate? In Canada, the primary source of reputable statistical data is still Statistics Canada, even if the information is sometimes incomplete;
  • Timely. What is the most opportune time to evaluate performance? For example, before reprising a promotional campaign to attract off-season visitors, one must ensure the preceding campaign successfully achieved the goals set in the marketing plan, by measuring the number of requests for information, the number of packages sold, and so on;
  • Comparable. Will the indicators supply data comparable to data obtained from similar companies or organizations? It is easier to compare results when data are collected using standard classifications. For example, when most members of the industry use specific age groups for the socio-demographic breakdown of their customers, it is best to adopt the same groupings to make comparisons easier. Obviously, this means one must previously research the primary indicators and information sources used.

In addition, when defining indicators, it is essential to identify certain parameters like:

  • Frequency. How often is information required? Monthly? Quarterly? Annually?;
  • Participation. Who is involved in the process (data suppliers and users)? Who will be in charge of collecting the data? Is co-operation needed from partners? Establishing a partnership among stakeholders is key to the success of the evaluation process;
  • Cost. What financial and human resources are available to perform evaluation-related tasks? Are these resources sufficient to carry out all the steps of the process? Is there any chance costs could be shared among various partners?;
  • Information sources. What is the best way to obtain this information? Are any studies, statistics or information sources currently available? Should new surveys or studies be planned? How should one fill in missing information?;
  • Expectations. Do partners or financial backers have specific expectations of the evaluation process?

Once objectives and indicators have both been clearly defined according to the previously identified characteristics and parameters, the evaluation itself can produce an honest assessment of the projects already carried out, whether they refer to marketing activities, economic impact, product development, human resource management, or information services.

In fact, all sectors that require enlightened action and decision-making should be evaluated. Then, the information should be disseminated to all partners involved in the plan, strategy or policy.

Sources:
– British Tourist Authority. «A Strategy for the Sustainable Growth of Tourism to Britain», September 2001
– Tourism New Zealand. «Statement of Service Performance, Annual Report 2003».
 

Catégories
Human resources Management

Front-line ambassadors: a valuable resource

The tourism industry is one sector in which the human element is absolutely vital to delivering the promised brand « experience » the customer expects. This is particularly true in the hotel industry. Employees – who really should be called « front-line ambassadors » – usually handle the initial contact between customers and the organization; these individuals make the first impression on visitors and reflect the official image of the company. Is this key element of the hospitality industry receiving the attention it deserves?

Communicating the message is not enough

According to William Fitzgerald of Hotel and Motel Management magazine, a hotel's performance – measured by revenue per available room (RevPAR) and average daily rate (ADR) – depends directly on its ability to make its front-line employees true brand ambassadors. However, few tourism-based businesses know how to engage all their workers in this internal branding effort, which is the ideal opportunity to provide a concrete example of the values associated with the brand.

Today's consumers are extremely sceptical when it comes advertising. In 1987, the Yankelovich Monitor estimated that approximately 13% of Americans had any confidence in the ads they see or hear; by 2002, this percentage had dropped to a mere 7%. Although many businesses emphasize their brand in their advertising, very few of them, unfortunately, make the necessary effort to ensure that all employees work together to deliver on the brand promises customers come to expect.

Happy employees mean satisfied customers

Front-line employees are not the only ones who are key to making a visitor's stay unforgettable. It is a group effort, from the desk clerk to the housekeeper. Of course, it is difficult to wring stellar service out of employees who dislike their work.

In the US, the situation is worrisome. A survey conducted by HR Magazine showed over 75% of US workers are either « totally turned off by their jobs » or « do just enough to get by ». It goes without saying that such attitudes are unacceptable in a service industry.

Performance evaluation measures

Some businesses set up performance evaluation mechanisms to verify whether their goals are being reached. Before defining quality standards, it is a good idea to consider the types of customer demands one must deal with (in other words, concrete examples of what a company promises its customers). For example, festival organizers could decide that a quality standard would be to respond to any information requests within five working hours, either by phone, fax or email.

The variety of customer demands must reflect the clientele's actual expectations. For this reason, visitor surveys can be an effective strategy for accurately determining what customers want.

Delivering on the promise

Even if we properly train our employees, deliver motivational speeches and hire the best talent available, we cannot be certain the employees in place are acting as true brand ambassadors if we do not assess whether service quality standards are being observed.

One way to do so is to hire « mystery customers » to evaluate service delivery. Corrective measures can then be adopted, according to the observations gathered. This approach also has the advantage of enabling employers to set up a reward system for star employees. By instituting quantifiable, measurable performance goals, the employer can occasionally offer performance bonuses to employees who attain service quality targets. Another, more traditional, tool is to conduct regular customer satisfaction surveys.

Sources:
– Conseil québécois des ressources humaines en tourisme. « Enquête sur les pratiques de formation, » La pause RH, January 2004.
– Huigens, Bill. « Customer Service: Will somebody please define this? », HVS International, August 25, 2004.
– Fitzgerald, William. « Successful hotels teach employees to be brand ambassadors, » Hotel and Motel Management, No. 219, June 21, 2004.
– Conseil québécois des ressources humaines en tourisme and Emploi Québec. « Diagnostic des ressources humaines en tourisme – Horizon 2004-2009, » October 2004.
– Pan, Crystal. « Human Element of Customer Service – Personal touch is the golden key, » Hotel News Resource, November 9, 2004.

Catégories
Management

The « low-cost » concept: is it for you?

There is nothing new in the observation that price is a deciding factor, or even the deciding factor, in consumer behaviour. What is new is that the economic model associated with low prices is becoming more and more popular. Companies adopting this model make it their mission to offer high-calibre, no-frills products that are in no way synonymous with poor quality. For examples, one has only to look at the soaring popularity of low-cost carriers in the airline industry.

A thousand and one reasons to cut prices

It is only normal that customers want to get the most for the least amount of money. There are many reasons to cut prices:

  • promotions to publicize a new product;
  • deals to attract new customers;
  • lower prices to beat the competition ;
  • special group rates;
  • « early-bird » specials;
  • last-minute prices to liquidate stock;
  • off-season prices;
  • guaranteed best rates to lure reservations away from middlemen.

And yet, at the end of the day, such measures cut into the profit margin.

The low-cost concept is in no way synonymous with cheap

Working from the idea that people are looking for low prices, a number of businesses have successfully questioned their traditional ways of doing things and found ways to cut costs and still offer a quality product. In fact, the term low cost (which is often poorly translated into French as « bas prix » or low price) simply means that – since operating costs are lower – one can ultimately offer lower prices. Of course, the calculations are very different for Air Canada from what they are for WestJet when it comes to a $99 Montreal-Toronto flight. Since these two companies do not have the same cost structure, one operates such a flight at a loss, while the other can make a profit. For WestJet, the price is in line with its operating costs, while for Air Canada, it is simply a strategy to boost sales or keep up with the competition.

An increasingly popular business model

The avant-garde, low-cost concept was first adopted by Southwest Airlines in the United States back in 1978. Although it has taken time to catch on, the low-cost concept and the carriers using it are causing a lot of turbulence in the airline industry. WestJet was the first to adopt the concept in Canada and it has been followed by JetsGo, Canjet and Air Canada’s Zip and Tango services.

Even airports are investing in the market. Marseille, Beauvais, Geneva and, most recently, Singapore have all announced plans to open low-cost terminals expressly for these carriers. Could Montréal’s suburban Saint-Hubert Airport be far behind?

To counter stiff competition from low-cost carriers, France’s national rail company (SNCF) has also decided to explore the concept. It has launched a low-cost version of its TGV high-speed rail service, combined with an innovative array of special services. Basically, the rail company is offering exclusive online-booking and « early-bird » rates, considering partnerships to enable customers to design their own products, and is testing a process whereby all tickets are checked upon boarding, rather than on the train.

In France, the Formule 1 hotel chain has revolutionized the economy hotel industry. The concept was developed in the 1980s after a study showed many travellers found hotel rooms too expensive. The entire hotel « production line » was closely scrutinized to reduce capital and operating costs. This type of hotel meets customers’ primary expectations: cleanliness, comfort and low-cost.

Low-cost cruises are now on the horizon. Already the owner of easyJet (a low-cost carrier), easyGroup will soon launch easyCruise. Some are criticizing the idea, saying that easyCruise is more about ocean transport and ferry service than an actual cruise. As opposed to the usual cruise concept based on luxury and attentive service, easyCruise will follow the example of the airlines with a reduced crew, simplified pay-per-use services and, above all, low prices.

Even destinations (Cuba, Tunisia and Turkey) are targeting the low-cost market. At the opposite end of the spectrum, destinations like Monaco, Île Maurice and Deauville wish to maintain their image as playgrounds of the elite.

To each his own, but make sure you are clear

Many successful businesses have proven the merit of the low-cost business model. When a company’s prime objective is to offer a low-priced product, it is important to communicate this clearly and ensure the customer understands what this implies in terms of quality, service and price.

The strength of those who develop new concepts lies in their ability to discern opportunities and take advantage of what the environment offers. Although this is easy enough to say, one must truly have a visionary streak to venture off the beaten path.

Source: Les Cahiers Espaces. « Stratégies de petits prix, » Vol. 79, November 2003.
 

Catégories
Facts and figures Management

Travel intentions vs. actual travel

The increased number of polls used to determine travel intentions has contributed to the tools used by industry decision-makers. Unfortunately, the existence of more surveys has not necessarily translated into a more accurate portrait of the future. In fact, a look back uncovers major discrepancies between Canadian travel intentions and actual travel.

It is common practice for tourism stakeholders to consult tourism forecasts when developing business strategies. People are periodically surveyed on their travel intentions so pollsters can anticipate the short-term tourism demand. We are accustomed to looking forward, but what about taking a look back? The industry has rarely taken the opportunity to compare stated travel intentions with the actual number of trips taken.

To conduct this study, we reviewed Canadian travel intentions over the past five years. To ensure reliable, homogeneous results, we looked at the findings of a poll published twice a year by the Conference Board of Canada; conducted at the same time each year, these surveys follow the same methodology and may be readily compared.

For the purpose of our analysis, we thought it best to compare the growth rate of planned vacations with the growth rate of reported trips (that is, actual trips taken). Absolute numbers are difficult to reconcile because, while vacations usually refer to stays of three days or more, Statistics Canada survey data on declared travel includes any overnight leisure trip.

Survey reliability: myth or reality?

Should the reliability of forecasts be called into question? An analysis shows that projections have proven to be very different from actual outcomes when it comes to the number of trips taken by Canadians. During the five years studied, the annual growth rates of planned trips and actual trips diverged by 17% on average, a significant gap. Furthermore, the difference between forecast and reality was never less than 10%. Obviously, many factors, including unforeseeable events, have a strong influence on the performance of a given tourism season. For example, the SARS crisis dealt a severe blow to Canadian tourism in 2003. A closer look at each year helps elucidate the reasons behind the discrepancies:

  • In 1999, the economy was in full swing and the stock market was reaching new highs. Actual travel surpassed expectations by 10%.
  • In 2000, the high-tech stock market bubble burst and the economy began to show signs of flagging. Actual travel was 14% lower than planned travel, indicating more Canadians decided to stay home that year.
    In 2001, the travel industry was rocked by the catastrophic events of September 11. However, since most vacations had already been taken before the day of the attacks, actual travel was nonetheless 14% higher than expected. Forecasts had underestimated the strong economic showing of the first three quarters of 2001.
  • In 2002, the «post-September 11» effect had a major impact on travel intentions, which dipped to an unprecedented low. In actual fact, however, Canadians resumed travelling faster than anticipated and actual travel surpassed forecasts by 15%.
  • In 2003, against the backdrop of the war in Iraq, the SARS crisis was a decisive factor in the travel decisions of many Canadians. Surveys were unable to foresee the extent of the crisis and, as a result, actual travel trailed planned travel by 21%.
  • The forecasts for 2004 once again indicate negative growth and the industry remains concerned about year-end results.

Intent is not action

Unforeseeable factors aside, there is a significant difference between the absolute number of trips taken and the number of trips planned. Generally speaking, approximately 60% of Canadians actually follow through on vacation plans made six months earlier.

According to the Conference Board, some 20 million Canadians expressed interest in travelling during 2004. This represented an 8% drop compared to 2003 travel intentions. Although one can predict the direction of the economy with some success, other factors like weather conditions, exchange rates and disruptive events are difficult to anticipate and have a major impact on consumer travel decisions.

For decision-makers, tourism forecasts make up just one variable in a complex equation involving completely unpredictable elements. Travel intention surveys may herald an annual trend, but they are no substitute for managerial instincts and should not form the basis of the decision-making process.

Catégories
Human resources Management

The challenge of staff scheduling

In the travel industry, the most challenging aspect of staff planning is adjusting the number of available workers to meet tourism demand, which fluctuates widely, depending on the time of year. Managers must therefore be able to predict this demand and use the information to determine the number of employees needed. Cornell University recently examined the issue and has proposed a guide for industry decisionmakers.

The importance of effective human resource planning

Although staff planning can often pose a real problem for tourism business managers, it is nonetheless crucial to the smooth running of an industry that experiences such extreme seasonal fluctuations. After all, labour is often the single largest operational expense for such businesses.

A dedicated staff-scheduling tool can have a major impact on an organization’s productivity. Businesses forced to operate with insufficient staff or poorly trained employees can face dire consequences: shoddy customer service; frustrated, overworked employees; lost sales; etc. And the other extreme is no better: hiring too many workers can reduce profit margins and diminish staff morale if employees cannot work the number of hours they were expecting to work.

Where to start?

The primary challenge facing managers is to adapt their operation’s management to the forecast demand. For this to succeed, the human resource planning process must involve three major steps:

  • Assess demand as accurately as possible. In other words, look at the factors that generate or influence the amount of work for staff. If a manager does not have basic, accurate indicators with regard to the firm?s clientele, this step will not be possible.
  • Translate the demand forecast into the actual number of employees needed (that is, the number of hours and the staff necessary for each required skill). It is also important to set specific productivity standards (e.g., how many housekeepers for X number of clients, given the average time needed to clean a room or the maximum amount of time a customer should wait for a room, regardless of time of day or how busy things are). Of course, managers should also maintain a clear idea of the economic consequences of these standards, as well as the potential impact should they not be met.
  • Create employee schedules using available manual or computer-driven aids.
    Each employee has individual work preferences, especially with regard to tasks, breaks, assigned co-workers, vacation time and scheduling, etc. In many cases, the preferences of one can complement those of another (for example, a preference for weekend or weekday shifts). Managers who take the time to discover what each employee prefers can create work schedules that are reasonably well adapted to the needs of both staff and business. This translates into enhanced job performance and better customer service.

Selecting the proper tool

There are two ways to create responsive employee schedules that consider both customer demand and staff needs: the human method and the technological solution. Although the first method can provide good results, managers who use this must devote a lot of time to scheduling. With the other approach, computer software automates the design of work schedules, simultaneously creating demand forecast models and taking into account employee preferences.

A good workforce scheduling system can be a wise choice, particularly for businesses with over 50 employees. There are a wide variety of systems available. Windows-based software can be purchased for under $1,000, while bigger organizations can purchase a customized scheduling solution for several hundred thousand dollars. According to Gary M. Thompson, the author of a Cornell University study on the topic, a good system should offer the following characteristics:

  • An intuitive graphical interface for editing schedules
  • A good scheduling engine that can use the parameters provided to create an optimal staff schedule that meets the company’s needs
  • The ability to inventory and prioritize individual employee preferences
  • The option of prioritizing various constraints and assigning greater importance to those that must be addressed
  • A high degree of flexibility, enabling the system to respond to various complex planning scenarios
  • System costs should be in line with the benefits

According to Adèle Girard, executive eirector of the Quebec Tourism Human Resource Council, there is a need to equip managers with effective planning strategies. However, such strategies are only viable once a business has a hiring policy. She notes that Aéroports de Montréal, Delta Hotels and the Société des casinos du Québec are among the organizations to emulate, in terms of human resource planning.

Sources:
– Thompson, Gary M. «Workforce Scheduling: A Guide for the Hospitality Industry», The Center for Hospitality Research at Cornell University [www.cornell.edu], CHR Report, Vol. 4, No. 6, April 2004.
– Tsaur, Sheng-Hshiung and Y.-C.Yi-Chun Lin. «Promoting service quality in tourist hotels: The role of HRM practices and service behaviour», Tourism Management, Vol. 25, No. 4, August 2004, p. 471-481.