Labor Cost: Salaries, Wages & Benefits.
Floor Management
1. Forecasting Sales: the most critical step in developing schedules and making labor/productivity targets
a. Review former year’s SSS (Same day Same store Sales).
b. Make adjustment based upon:
o Marketing Promotion
. National Campaign
. Regional Campaign
. Local Store Marketing Promotions
o Pay Dates of Local Businesses
o Local Business Activities
. Mall Promotions
. Tenant Promotions
o Street Locations
. Traffic patterns
. Competition
. Holidays
. School Schedules
c. Forecast Sales:
o Daily Sales Forecasts
. Use knowledge of trends and daily percentages
. Adjust days based on local knowledge
2. Labor Scheduling
a. 2 Rules to Scheduling
o Meet all minimum service deployment levels
o Meet Total Allowed Hours for the day
b. 4 Steps to Scheduling
o Schedule Minimum Service Deployment using the deployment charts
o Schedule Opening and Closing
o Determine how many hours you have available to schedule
o Determine if you will use the hours and where to schedule
c. Scheduling Principles
o Peak Coverage
. Schedule for Service---Transactions
o Fill Activities Off-Peak
. Regular Prep Routines
. Regular Cleaning routines
o Schedule Into and Out of Peaks
. Ensure smooth transitions
. Allow for pre-meals, assignments, and follow up
o Shorten Shift by Small Increments
. Can and should schedule in 15 minute increments
o Forecast Days Off
. Schedule your days off
. Schedule your best FOH/BOH on your days off
. Schedule your best FOH/BOH on your days worked
. Schedule yourself and your best staff to work on busiest days.
d. Develop Schedule
o Stagger Start and Stop Time
. Don’t start/end everyone at same time
o Determine specific needs:
. Delivery
. Inventory, Ordering, etc.
o Schedule 2 busiest day first, then our days off, then your other 3 days working
. After completing each day---toggle back to your forecast to see how your hours match against the model
o Power of Minutes: Managing 5 Minute Increments
. Each associate---5 minutes extra saves 15 minutes when:
Clocking in, On break and Clocking Out
. Saves 15 minutes x 10 shifts per day = 2.5 hrs,
With 7 days saves 17.5 hrs,
At $7.65 per hour saves $133 per week,
$ 535 per period, $ 6962 per year.
o Post Schedule
Schedules must be posted by Thursday before the start of business (72 hrs before it is effective)
e. Schedule Adjustments
o If Forecast Sales are off significantly, make adjustments to forecast schedule for the rest of the week.
. Review with associates
. Have associates initial changes
o Watch business trends versus your forecast
. Let Business and Service guide decisions
. Service First---Business Second
o Use floor management skills:
. Move people around
. Give breaks at slow lulls in business
. Monitor your transaction trends
o If slower than planned:
. Extend breaks by 5 or 10 or 15 minutes
. Ask for volunteers to go home early
. Delay clock-in times by 5 or 10 minutes
. Call associates and ask them to come in later
o Watch meeting your associates needs, your guest needs, and the needs of the business---Balance Both!
3. Cross Training
BOH can help FOH clean dining room or serve customers; FOH can help BOH dish washer and preparation.
