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Top 7 Tips to Writing a Great Crew Schedule
Profitability and scheduling in the same thought? If you’re thinking, “I know what I need and if there aren’t any people I’ll send them home,” you’re not doing your business or your staff justice. Productivity is not as high as it could be and your profitability is not as good. Here are 7 schedule writing necessities that will improve productivity and increase profits.
1. You must have established a labor percentage goal. Throughout this article, I will use the same set of numbers for examples. In this case, the target will be 14%. Your goal should be based on reality. Can you really cover your business with this job?
2. You must have a skill chart. This tells you who can do which position and how good they are at that position. My suggestion is cross training. Make sure that all of your staff are aware of all the positions you hold in your company. This will make it easier to cover a call and break boredom.
3. You must have an availability chart and a written application procedure. This indicates who can work when. If Joe can only work 11 to 2 and you write a 12 to 3 schedule, either you’re going to be understaffed at 2, or Joe now has a reason not to like his job. This type of negativity is not good for your staff or the company. Also use a calendar system to allow your staff to request days off. A written system will allow you to document requests, notice abusive behavior and have a centralized place for staff to log the request.
4. You must have a realistic projection of sales broken down hourly (at least). Base your projection on reality. If you are up 5% from last year, don’t expect a 15% increase and hope for the best. Also have at least hourly showings so you have people there when you need them and they leave when you don’t.
5. Know your average salary and convert it to man-hours and calculate your sales per man-hour (SPM). Projected actual sales of $35,000 with the labor target of 14% divided by the example average of $9.88 equals 496 man-hours (rounded). Taking the sales of $35,000 and dividing it by 496 gives an MPS of $70.56. This means it takes an average of $70.56 in sales to pay for 1 hour of work. Understand now that this is an average and does not define your productivity. In your busiest times, the synergy of your staff will significantly increase this number. A team of 8 people might be able to easily manage an SPM of $140 while the average of $70.56 is really unmanageable for one person.
6. Calculate your minimum and maximum staff. This is the number of people you need to operate independently of sales. For example, if you have 2 positions that must be covered to provide adequate service, your minimum headcount is 2. This means that if you are open 18 hours a day 7 days a week, your schedule will include a minimum of 252 hours before the first. the sale is made. Your maximum number of staff is based on what your staff can produce during your busiest time. If your biggest daily hour is $900 and a staff of 8 can handle it just fine, now you know you’ll have 8 scheduled every hour, or $900. Count the number of hours that are worth $900 and multiply by 8. For the example, let’s use 7 hours multiplied by 8 equals 56 hours. Add that to your 252 and your schedule is 308 hours. Take that 308 and subtract it from the 496 and that leaves 188 hours to staff the remaining hours of operation.
7. Use a bar chart system. A bar chart is a computer program that uses the above information to help you build a schedule that will be profitable and meet customer needs. There are a number of programs you can buy just for scheduling search bar charts in your favorite search engine. You can also use EXCEL or another spreadsheet to write your own.
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