oh 7-1 agenda review articles from chapter 6 test your knowledge questions, page 146 chapter 7 –...
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OH 7-1
Agenda
Review articles from Chapter 6
Test Your Knowledge Questions, page 146
Chapter 7 – Win-Win Scheduling Practices
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OH 7-2
Win-Win Scheduling Practices
Hospitality and Restaurant Management
7OH 7-2
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OH 7-3
Chapter Learning Objectives
Describe procedures for using a master schedule.
Explain the use of a deployment chart.
Describe additional scheduling considerations.
Tell how to establish guidelines for requesting time off.
Develop a crew schedule.
Describe how legal issues affect scheduling.
Prepare a management schedule.
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OH 7-4
Master Schedule
Purposes
To assure that the correct number of hourly staff are available
To assure that payroll dollars meet company standards
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OH 7-5
Master Schedule continued
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OH 7-6
Historical Sales Information
Sales can be tracked by automated (point-of-sale) or manual systems.
Analysis will likely show patterns of business volume that, when they are examined, are helpful in developing sales projections.
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OH 7-7
Sale Projections
Sales projections estimate future sales based on historical sales and other information.
As projected sales increase, the number of employees required will increase (and the reverse is also true).
Sales projections must be adjusted for current trends.
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OH 7-8
Master Schedule Based on Covers
Example: Servers for one lunch shift
Forecasted covers for the period
÷Number of hours in period
= Anticipated covers per hour
300 ÷ 4 = 75
Anticipated covers per hour
÷Covers per hour standard
= Number of servers needed
75 ÷ 20 = 3.75
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OH 7-9
Budget Drives Labor Schedule
Example: Lunch
Daily hourly payroll x Number of lunch
periods per week = Total hourly payroll
$276.95 x 6 = $1,661.70
Total hourly payroll + Total salary
payroll = Total labor payroll
$1,661.70 + $1,460.00 = $3,121.70
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OH 7-10
Budget Drives Labor Schedule continued
Example: Lunch
Total labor payroll ÷ Total estimated
sales = Projected labor cost percentage
$3,121.70 ÷ $12,000.00 = 0.26 or 26%
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OH 7-11
Deployment Chart
Identifies tasks to be performed and links each task to a staff position
Identifies each position as primary or secondary to staff
Shows which positions can cover secondary positions that are not staffed
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OH 7-12
Master Schedule Drives Crew Schedule
The crew schedule tells employees what days and hours they are expected to work.
Crew schedules must be flexible.
Crew schedules must allow employees time to develop their personal plans.
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OH 7-13
Time off Guidelines—Vacations
Some weeks may be “blocked off” because of high business volumes.
Vacation requests are normally considered according to seniority.
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OH 7-14
Time off Guidelines—Single Days
Requests should be made at least one week prior to posting of the crew schedule.
Policies must consider whether day off requests are honored on a seniority or “first come, first serve” basis.
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OH 7-15
Family and Medical Leave Act (FMLA)
This federal law requires that eligible employees receive up to twelve weeks of unpaid leave for
Birth and care of newborn child
Placement of son or daughter for adoption or foster care
Caring for an immediate family member with serious health condition
Medical leave because of a serious health condition
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OH 7-16
Employee Absence Policy
Guidelines are required to indicate how employees must notify managers if they cannot work.
Employees who are ill may need to secure a doctor’s release prior to returning to work.
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OH 7-17
How Would You Answer the Following Questions?
1. Historical sales information (should/should not) be used when developing a master schedule.
2. The labor cost standard to be met when a master schedule is developed is derived from the _______.
3. A _______ schedule tells employees what days and hours they are expected to work.
4. The _______ is a federal law requiring that eligible employees be granted time off for specific reasons.
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OH 7-18
Creating the Actual Crew Schedule
External events and sales volume projections
Holidays
Seasonal adjustments
Advertising and promotions
Community activities
Economy
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OH 7-19
Crew Schedule
Effective utilization of staff
Senior employees can be scheduled with less experienced staff to provide mentoring and coaching assistance.
More experienced and productive employees normally work when sales volumes are heaviest.
Flexibility is important.
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OH 7-20
Scheduling Minors
The Fair Labor Standards Acts (FLSA) addresses the employment of minors.
People younger than 18 years old cannot operate power equipment.
Youth aged 14 to 15 may work Three hours on a school day Eighteen hours in a school week Eight hours on a nonschool day Forty hours in a nonschool week
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OH 7-21
Other Factors Impact Crew Schedule
Overtime
Over-extending expertise on one shift
Holiday and weekend schedules should be fair to all employees.
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OH 7-22
Employees in the restaurant industry typically work while other people enjoy a good time.
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OH 7-23
Backup Strategies for Crew Scheduling
A contingency plan outlines actions needed if the unexpected occurs and should address: Cross-training employees
Identifying shift leaders
Identifying floaters
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OH 7-24
Management Schedule
Developed the same way as the crew schedule Develop a master schedule.
Consider special events.
Follow time off policies.
Schedules must yield fair and equitable treatment for all managers.
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OH 7-25
How Would You Answer the Following Questions?
1. Flexibility is required when the _______ schedule is developed.
2. How often should overtime be scheduled?
3. What federal law establishes standards for the employment of minors?
4. Shift leaders are generally (hourly/salaried) employees.
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OH 7-26
Key Term Review
Budget
Contingency plan
Covers
Crew schedule
Cross-training
Deployment chart
Employee absence policy
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OH 7-27
Key Term Review continued
Fair Labor Standards Act (FLSA)
Family and Medical Leave Act (FMLA)
Floaters
Historical sales information
Management schedule
Master schedule
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OH 7-28
Key Term Review continued
Sales projections
Scheduling
Shift leaders
Standards
Time-off request policy
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OH 7-29
Chapter Learning Objectives—What Did You Learn?
Describe procedures for using a master schedule.
Explain the use of a deployment chart.
Describe additional scheduling considerations.
Tell how to establish guidelines for requesting time off.
Develop a crew schedule.
Describe how legal issues that affect scheduling.
Prepare a management schedule.
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OH 7-30
Next Week
Read Chapter 8 – Teamwork in the Foodservice and Hospitality Workplace
Due: Article Review for Chapter 7– Win-Win Scheduling Practices