Étiquette : labour shortage

Catégories
Human resources

“Employers of choice” or the art of attracting and retaining employees (Conference summary)

Roles are being reversed in today’s working world. Now that the pool of available workers is shrinking and managers are plagued by fierce competition from other economic sectors, it is no longer employers who select employees, but rather employees who select their employers. This means that businesses must not only work to attract and encourage loyalty among customers, they must also appeal to workers by becoming an “employer of choice.” Three tourism industry managers discussed this very topic at the 7th annual HR day organized by the Quebec Tourism Human Resource Council (CQRHT).

Self-promotion, third-party recognition and advertising

According to Adèle Girard, Executive Director of the CQRHT, though “employer of choice” may be a vague concept, the term itself is very popular. Some businesses resort to self-promotion and advertise themselves as such on their Websites, while others earn third-party recognition on a national, provincial, regional or industry-wide scale.

A business can obtain ISO certification or endeavour to make the list of “Canada’s Top 100 Employers” drawn up by Maclean’s magazine; they can attempt to meet the challenge of the Défi Meilleurs Employeurs organized by Affaires PLUS or enter the ranks of the “Top 50 Dream Employers” in Commerce magazine, a list based on a survey of university students; or they can try to obtain the title of “Employer of choice” from the Canadian Tourism Human Resource Council or as a Canadian small or medium-sized business.

The procedure differs from one program to the next: evaluation committee, anonymous employee survey, etc. Some organizations have received more than one form of recognition.

One such example is KPMG, a Canadian firm that provides professional services. Its Website features the employee benefits it offers and the recognition it has garnered as an employer of choice.

The tourism industry itself also has some programs to recognize such employers:

  • Défi Meilleurs Employeurs
  • “Employer of Choice” from the Canadian Tourism Human Resource Council (CTHRC)
  • CTHRC Award for Excellence in Human Resources Development, TIAC National Awards
  • Qualité Tourisme certification
  • Emerit National Business Recognition

All of these awards have the same goal: attract and retain the best potential employees.
Some surveys have shown that the employees of businesses with official recognition are more motivated. They have good things to say about their employer, would like to remain with the organization and strive to excel.

It is not enough to call oneself an “Employer of choice”

Human resource management is an ongoing process: administrators must constantly update, change with the times and work to develop an employee-centred corporate culture.

In the same way that businesses work to attract customers, they must develop a brand image among potential employees and highlight the benefits of working for the company. Used thousands of times on the Internet, the term “employer of choice” is not enough. A business must be able to follow through on its promises because negative word-of-mouth travels quickly, thanks to the Web, and the effects can be devastating and hurt the company.

Wanted: Extraordinary employers

The following are examples of practices that can be used to attract workers and increase employee motivation and loyalty.

Christian Champagne, Executive Vice-President, Pacini and Commensal restaurant chain

Through various efforts, Pacini has succeeded in cutting its employee turnover rate from 150% in 2000 to 50% today.

With Mr. Champagne’s assistance, the president of the company personally met with employees from the various branches to hear and discuss their concerns, without the participation of any supervisors or managers. Then, they implemented an employee recognition program based on years of service, team spirit and achievements related to the company’s strategic goals.

Some other examples:

  • Organized social activities enable employees to chat in a relaxed atmosphere
  • Top employees are rewarded with winery tours and cooking lessons in Italy
  • Employees who develop new recipes are given the title of maestro de cucina and a special mention in the menu
  • Thanks to team work, average spending per guest has increased and helped raise kitchen worker salaries

Guy Granger, Assistant General Manager and Vice-President, Finance and Administration, SkiBromont.com

The administrative team of this four-season resort is passionate, dynamic and focussed on human resources. Employees are an integral part of Ski Bromont’s corporate culture and philosophy. The concept of customer service applies to both employees and customers, because internal clients (employees) are just as important as external clients.

When job applicants attend a meeting at the company, the relationship established with the employer is often much more influential than the salary offered because it gives potential employees an opportunity to size up the company.

All things being equal, the difference between two companies is in their employees!

The administration has created a dynamic, open workplace that emphasizes the importance of having fun at work. Throughout the chain of command (from top to bottom), consistency is key and managers work to set a good example.

  • Transparency, clear communication of goals and encouragement to work together as a team – biannual meetings to present the company’s performance
  • Consultation – meetings with employee to find out their needs and more clearly define job descriptions and tasks
  • Productivity bonuses – employees receive 40% of the profits earned above the targeted goal, in accordance with specific criteria
  • Importance of expertise – employees must leave having learned something
  • Training, follow-up and coaching

Marie-Claude McDuff, Executive Director, Auberge de La Fontaine

The administration at Auberge de La Fontaine has adopted the Ministère du Tourisme’s Démarche Qualité program. This program offers clear, consistent procedures to help organize the management of human resources.

The mission is to ensure the well-being of both customers and employees, and the goal is satisfaction. Compensation is not the only thing that counts; other working conditions are important too. For this reason, the Auberge has implemented the following measures:

  • Managers act as models for employees because the type of management is reflected in employee behaviour – transmit the passion
  • Communication of assessment criteria
  • Productivity bonus and pro rata bonus based on sales volume and hours worked
  • Group insurance covered 50% by the employer
  • Employee empowerment
  • Flexible scheduling – 4 days a week
  • Cross-training that enables employees to do more than one job – versatility and a break in routine
  • Integration program for immigrant workers
  • Hotel room exchange during the Christmas holidays – opportunity to compare
  • Social activities: Happy Hour, BBQ, Christmas party – get to see managers and colleagues in a different light
  • Massage room – relaxation

Like satisfied customers, contented employees are your best ambassadors. Be sure to use them!

Source:
– Girard, Adèle, Christian Champagne, Guy Granger and Marie-Claude McDuff. “Employeurs de choix,” 7th annual HR day of the Quebec Tourism Human Resource Council, La gestion du changement pour réussir le virage techno en RH, held in Trois-Rivières, September 26, 2007.

Catégories
Human resources

Seasons change… and so do employees

With the deplorably high employee turnover rate in the tourism industry, it is time to reflect on current practices. What is the turnover rate of your staff? What are the causes? How much does this cost your organization? Do you have the means to offset these costs? Do you have any solutions to the problem? If you know the answers to all these questions, simply hand this article to someone else; if not, take a look at how you scored. You may realize that, in the end, you cannot afford the luxury of high staff turnover!

A very simple formula

High employee turnover = direct costs + indirect costs + decreased service quality… and the entire amount is subtracted directly from the company’s profits.

Facts and figures

According to the Canadian Tourism Human Resource Council (CTHRC), employee turnover is an ongoing problem in the tourism sector. During the last two census periods, the average labour turnover rate in Canada (all sectors combined) rose from 20.4 to 22.5%, while it grew from 31.9 to 38.2% in the tourism sector. In Quebec, the turnover rate is approximately 30% (for all job categories combined), or approximately 14% for managers, 17% for supervisors and 31% for employees. Obviously, the turnover rate varies depending on the sector of activity: data on the restaurant business can therefore differ significantly from data on the hotel industry or transportation sector. When it comes to the costs associated with staff turnover, the numbers can also differ, due to a variety of contributing factors: overall employment rate, sector of activity, company type and size, job complexity, and so on.

Determining the employee turnover rate

There is a simple formula for calculating the employee turnover rate:
(number of departing employees) / (total number of employees) X 100.
However, when there is a lot of movement, it is preferable to use the following mathematical formula:

ML_2007-08_roulemt_employes_img1

To use this formula, one must first select a reference period. For example:
A company has 52 employees at the beginning of the reference period. Nine employees permanently leave the company of their own accord and another three are fired or laid off. At the end of the period, the company has 48 employees. The turnover rate is calculated as follows:
Number of departures: 12 employees
Number of employees at the beginning: 52
Number of employees at the end: 48

ML_2007-08_roulemt_employes_img2

The turnover rate for the reference period is therefore 24%.

If the situation involves a large number of employees, more specific information may be obtained by using the formula to calculate the figures for each job category, department, age group, level of seniority, etc. Although a low turnover rate is initially a good thing, it is a bad sign if the top employees leave!

Seasonal fluctuation is not the only culprit!

If a business has a high turnover rate, often the finger is pointed at seasonal fluctuation. Employers explain it by saying they have to hire temporary staff, and that the economic and demographic situation encourages people to change jobs. As for employees, they are more likely to blame low salaries and a lack of career opportunities and social benefits. In fact, sometimes management practices are partially responsible for a company’s increased turnover rate.

In an economic climate where the labour shortage is already starting to be felt and where many sectors are going to have work hard to attract employees, it is in everyone’s interest to lower the turnover rate and retain qualified human resources.

A vicious circle of escalating costs

It is very important to know how to assess the direct and indirect costs associated with staff turnover as well as the psychological consequences. Companies must measure the direct costs associated with:

  • conducting an exit interview, closing the employee’s file and paying any severance pay, if applicable
  • recruiting a new employee (writing a job description and posting the position, reading résumés, holding selection interviews, etc.) – costs vary depending on the type of job and the availability of suitable recruits
  • training and assimilating a new employee

It is easy to forget the indirect costs, yet these make up the largest share of the overall costs. According to a Cornell University study, lost productivity, though difficult to assess and quantify, accounts for over half of the total costs associated with staff turnover:

  • lowered productivity from the employee before his or her departure
  • low productivity from the new employee during the training period
  • lowered productivity due to the time spent on the new arrival by the supervisor and colleagues (coaching, feedback, reorganizing tasks to improve work quality, etc.), in addition to the time that is not spent on existing personnel, which can adversely affect productivity and job stability

Another element that can be included is lost expertise when an experienced employee leaves and it proves difficult to recapture the same performance level.

The following indirect costs can also be added to the mix:

  • payment of overtime hours and the need for temporary staff
  • the departure’s effect on the consistency and quality of the services offered
  • high employee turnover can harm the company’s reputation and influence the perceptions of potential employees, investors and customers
  • in some cases, departures may even involve expertise being transferred to competing companies

The departure of a work colleague can cause harmful psychological effects, such as:

  • a negative impact on the morale of remaining employees
  • decreased level of motivation in the workplace
  • increased absenteeism
  • additional departures

In spite of the costs associated with the departure of an employee, there are some positive outcomes. For example, it is cause for celebration when an employee leaves if he/she failed to attain the desired performance level, had a negative attitude and hurt the team’s motivation or simply did not fit in with the company’s philosophy.

This one note of optimism notwithstanding, are you finally convinced that you must take action to reduce staff turnover? If you need any more convincing, try this online tool that calculates employee turnover costs (it includes a concrete example): http://www.uwex.edu/ces/cced/economies/turn.cfm
The total could surprise you!

We hate to leave you hanging, but you will have to wait for an upcoming article from the Tourism Intelligence Network of the ESG-UQAM Chair in Tourism (University of Quebec at Montréal) for some suggested solutions!

Sources:
– Quebec Tourism Human Resource Council (CQRHT). “Avez-vous un problème de taux de roulement?” 2005 series (tips for managers), Chronique no 1, [www.cqrht.qc.ca/CQRHTWeb/fr/public/gestionnaires/
contenu/documents/articles2005_1.pdf].
– Quebec Tourism Human Resource Council (CQRHT) and Emploi Québec. “Diagnostic d’ensemble des ressources humaines en tourisme (Horizon 2004-2009),” October 2004.
– Dubois, Didier. “Cessez d’attirer… fidélisez!” workshop/talk, 6th annual HR day for the tourism industry La main-d’oeuvre: de la gestion à la séduction, Quebec Tourism Human Resource Council (CQRHT), September 28, 2006, [www.journeerh.com/04_c_documents.html].
– Gravish, Joseph M. “Measure Twice. Fix Once – Permanently,” Hotel News Resource, February 19, 2007.
– Techno Compétences. “Comment calculer et interpréter le taux de roulement du personnel,” Comité sectoriel de main-d’oeuvre en technologies de l’information et des communications, [www.technocompetences.qc.ca/formation/calcul
_taux_roulement/html/pc/ie4/studentspace.htm].
– Tracey, Bruce J. and Timothy R. Hinkin. “The Costs of Employee Turnover: When the Devil Is in the Details,” The Center for Hospitality Research, Cornell University, December 2006.
– Pinkovitz, William H., Joseph Moskal and Gary Green. “How Much Does Your Employee Turnover Cost?” Center for Community and Economic Development, University of Wisconsin, [www.uwex.edu/ces/cced/economies/turn.cfm].

Catégories
Human resources Issues

Putting HR and tourism in context

Understanding the environment in which tourism is evolving will help us understand the challenges facing human resources, for owners, managers and employees. However, when human resources issues themselves are in the midst of dramatic change, everyone in the industry is impacted. The world is changing: society is changing, tourism is changing, tourists themselves are changing, and everything is moving at a faster pace!

Understanding the markets

The tourism industry is evolving in a turbulent market.

  • Terrorism, natural disasters, climate change, and epidemics are destabilizing the industry, and security plays an important role.

Canada is losing ground on internationally; it must structure and reposition its tourism product and regain its market share on the world stage.

  • Canada has not been in the top ten world destinations since 2004 and its market share is dwindling.
  • Over the past several years, we have observed a significant decline in American clientele (Canada’s primary market) and international competition is increasing.
  • New destinations are emerging, and some of them are gaining status; several destinations are investing heavily in infrastructure development and marketing.

Travellers are becoming more knowledgeable.

  • Socio-demographic changes are influencing travel behaviour and products.

New business models are taking hold.

  • At the turn of the present century, low-cost carriers were on the fringes of the air sector, but now they are bringing regular carriers to their knees and carving out their share of the market.
  • And of course, the Internet has completely revolutionized the quest for information as well as reservation and distribution methods.

The quality of the tourism experience

Travellers are very demanding customers.

  • The standard tourist profile is educated, high income, experienced – and able to evaluate performance.
  • Tourists want to take full advantage of, and enjoy, their downtime.
  • They do not simply want to « see »; they want to participate
  • They are looking for experiences, authenticity, and the unusual.
  • And nowadays, welcoming this clientele requires additional knowledge, such as understanding their language and culture.

Niche products are developed concurrently with mass tourism.

  • A highly competitive environment requires a constant search for new things and the need to stand out in order to satisfy a heterogeneous clientele.
  • Products and services are becoming specialized – and fragmented – in a search for personalization.

The variety of products available is exploding.

  • One-upmanship, excessiveness, originality, and the unusual are setting the pace for developing products.
  • Types of lodging are no longer solely defined by stars and services offered. Now, you can pay according to how much you weigh, or you can sleep in a tree, hanging from a crane, or in a wine barrel. You can rent a house – or just a sofa – in a foreign destination.

The concept of experience goes far beyond the simple notion of service.

  • The client experience depends on the quality of the human resources involved in delivering it, requiring not only know-how, but also personal skills: relational skills, communication skills, a willingness to serve, the ability to exceed client expectations, and the ability to work as part of a team and to understand customers’ needs.

Sustainable development is definitely on the agenda

  • The integration of sustainable development concepts is becoming imperative, as much to safeguard the product as to prioritize local jobs and give human resources the importance they are due.
  • A new perception of the role and responsibility of « the company in society » requires it to act as a responsible citizen.

Appreciation, promotion, and recruiting

Is it a myth, or is it a reality, that tourism occupations are not synonymous with employment stability?

  • The precariousness of tourism jobs remains a problem: atypical hours, part-time positions, seasonal character, and low pay.
  • Tourism seasons are slowly being extended.
  • Jobs in the tourism sector are often considered to be transitional work leading to another job in another sector.
  • A high employee turnover rate prevents the tourism sector from being competitive.

Labour shortages are predicted to be a problem throughout the tourism industry.

  • Competition between the various sectors to attract workers will complicate tourism recruiting, and employers will have to « court » potential recruits.
  • The aging population will result in massive departures due to retirement, resulting in a loss of industry expertise.
  • Difficulties in recruiting qualified staff in outlying regions will increase, and the exodus of young people to major centres will further complicate the situation.
  • Although considered to present a solution to the predicted labour shortage, people 55 and older are often confronted with persistent prejudices (high pay, less productive, lack of technological ability, resistant to change, etc.).
  • The multi-ethnic population and people being reintegrated into the community (drop-outs, troubled youths, and people with physical or intellectual disabilities) will help enlarge the labour pool, but will require some adaptation.

New employment dynamics are taking hold.

  • Harmonization of generation gaps makes it possible to reconcile different worker profiles and expectations, to use each person’s skills and avoid conflicts.
  • An individual will hold several jobs throughout his or her professional life.
  • Many retired people are re-entering the labour market – but they are looking for conditions adapted to their needs.

There is a lack of vision and of joint action between the various sectors, regions, and organizations.

  • This lack of synergy complicates the development of permanent jobs that – for example – could be a combination of complementary summer/winter activities.

The need to support human resource management

Managers of SMEs (the majority in tourism) are caught up in the whirlwind of operations.

  • Those in charge are always in reaction mode: under pressure from investors and lacking the time and tools to manage their company effectively.
  • Only a few managers have mastered the hiring process (recruiting, selection).
  • They tend to relegate employee integration, supervision, and support to a secondary position, even though these things are their raw material.

Skills development and manager and employee training

The complexity of changes to the company environment requires understanding and monitoring.

  • Abundant and increasingly complex information, an understanding of structural changes and their impact on the industry, as well as advances in the workplace, make it hard to upgrade knowledge.
  • Bridging the gap between academic training and the company’s needs requires additional employee training.
  • The pace of technological development – including the Internet – means there are changing ways of doing things in all spheres of the industry.

– This text was prepared for le Conseil québécois des ressources humaines en tourisme to generate discussion during the development of its 2008-2011 strategic plan.

Catégories
Human resources Issues

Recruiting tourism workers: The time is now!

The declining number of available workers in the labour force is becoming even more of a concern because tourism is not the only economic sector facing a labour shortage. This creates fierce competition; we are entering the era of the competitive labour market. Businesses must build reputations as desirable employers and think of their high quality workers as both product ambassadors and competitive advantages.

Challenges abound

The tourism industry is facing a monumental challenge when it comes to human resources:

  • The pool of available workers is shrinking. According to a study commissioned by the Canadian Tourism Human Resource Council, there were 1.67 million employees in Canada’s tourism sector in 2003 and, in the next decade, the industry could have problems filling over 300,000 new positions.
  • Staff turnover in the tourism industry is very high (around 30% in Quebec).
  • It is expensive to hire new employees.
  • Jobs in this sector are associated with instability and seasonal fluctuations. They are often considered transitional jobs to other careers.
  • Consumers are becoming increasingly demanding and expect employees in this sector to be knowledgeable about their products, accessible and easy to talk to, and capable of providing assistance.

Caught up in the demands of day to day operations, managers too often wait to hire staff at the last minute, relegating human resource management to a secondary level and failing to provide new employees with what they need to integrate successfully.

And yet, what can help a business reach its objectives, give it a competitive edge and ensure its development? « Happy employees, happy customers » is not simply a cliché; businesses must treat their employees the same way they would like them to treat customers, giving them the consideration they are due.

High staff turnover

Businesses need to examine their human resources from a financial standpoint. High staff turnover is a major financial drain. The time devoted to posting jobs, interviewing candidates, training new hires, etc., combined with lost productivity is very expensive. Managers end up working in reaction mode all the time, and waste precious time dealing with staffing problems instead of getting down to business and taking care of customers.

A recent study reports that the average turnover level in the US lodging industry is approximately 25% for management staff and around 50% for other types of jobs. In addition, the shrinking labour pool means the hiring process is becoming more and more expensive.

Businesses plagued with high turnover need to ask questions: Why do people quit? Are current employees satisfied with their working conditions? Managers who examine these issues are on the right track to solving their staffing problems. We are learning that the factors motivating people to change jobs are (1) a better salary, (2) more interesting working conditions and (3) opportunities for personal development. In a study published by Cornell University, most respondents said their primary motivator is ?the opportunity for personal and career growth and the chance to make a contribution to the organization.? Although there is no scientific way to define the ABCs of being a good employer, there are simple things one can do:

  • Hire the right person for the right job. Carefully define the profile of your ideal candidate. Do not hire overqualified individuals who will take off at the first opportunity on the pretext that the company cannot provide the challenges they seek. Select people who share the company’s values and who will make a difference. Taking the time to find the right candidate is an investment in the company’s future.
  • Pay employees what they are worth. Minimum wages often produce minimum performance and attract workers of minimum talent and motivation. Although quality obviously costs more, it can make a difference.
  • Take some time. Take the time to welcome new employees: explain the company’s vision and goals, the role they are expected to play and how their work fits into the chain of operations. Take the time to help them integrate into the workplace and listen to what they have to say.
  • Recognize the value of the work. Motivate staff by highlighting the good things about their job: the enjoyment experienced by visitors, the employees’ direct contribution to a service or product sought by tourists, the opportunity to work with people and make a positive contribution to the quality of their stay.
  • Create a workplace where people want to work. Compensation is not the only thing that counts. The work atmosphere, job enrichment, advancement opportunities, training, the attention and respect commanded by employees, steady feedback, team spirit and the proper work tools are all elements that help retain employees. It is also important to know how to play to each worker’s strengths by assigning tasks that suit the worker’s profile and interests.
  • Develop a reputation as a desirable employer. Candidates assess companies just as managers assess job candidates. It is important to encourage interest in working at your company. To this end, travel company Thomas Cook has developed an employer brand using two slogans as the basis of a major recruitment campaign: « Great people make our world go round » and « You’ll Go Far. » Companies must ensure their employees are proud to work for them and proud of their service. Happy employees make excellent service and product ambassadors and have a positive impact on customer satisfaction.

High staff turnover does not help a company’s image and leaves it constantly scrambling to attract both customers and potential employees.

Sources:
– Canadian Tourism Human Resource Council. « Total Tourism Sector Employment in Canada, » March 2005.
– Dalby, Colin. « Developing an Employer Brand at Thomas Cook, » Strategic HR Review, Vol. 3, No. 5, July August 2004.
– Gardinier Emmanuel. « Staff Turnover, You Can Fight It, » Hospitality Trends [www.htrends.com], March 14, 2005.
– Hendrie, John. « The Grass Is Always Greener – Good Retention Strategies Can Break The Myth, » Hotel News Resource [hotelnewsresource.com], February 14, 2006.
– Hendrie, John R. « Darwin Was Right – A Good Employee Selection Process Will Make You The Fittest! » Hotel News Resource [hotelnewsresource.com], January 16, 2006.
– Myers, Linda. « Free Web based Management Tool Helps Hotels and Restaurants Weigh Employee Turnover Cost, » ChronicleOnline, Cornell University, July 19, 2005.
– PKF Consulting. « Fixing a Leak in the Hotel Profitability Pipeline – How to Manage the Costs of Employee Turnover, » Hospitality Trends [www.htrends.com], October 14, 2004.
– Taylor, Masako A. and Kate Walsh. « Retaining Management Talent: What Hospitality Professionals Want from Their Jobs, » Center Reports, Vol. 5, No. 1, Cornell University, January 2005.

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.