Oftentimes, just one salaried staff member can cost more than several non-salaried employees. Besides their hourly-wage, some management qualifies for benefits such as life and health insurance, expensive overtime, or further perks such as free food or discounted merchandise prices.
Schedule Managers to do Management Tasks
Businesses should certify that salaried managers carry out managerial chores while clocked in, and leverage non-salaried staff members for work-related responsibilities that do not need a manager. Some chores that managers may be responsible for during a normal work day could include placing vendor orders, performing quality control, processing payroll, training new hires, building labor schedules, and working with customers.
When employees fail to show up for their shift, or when an unexpected spike in demand necessitates more line workers, managers should be able to jump in and help out. This competency indicates that the business does a favorable job at cross training their staff, and that they’re not unduly dependent one a single employee. Nonetheless, if it’s commonplace for management to be cleaning the restrooms or mopping the floors because employees have neglected to show up, a re-evaluation of staffing and hiring procedures is suggested.
Managers are asked to build effective schedules for the business on a weekly, bi-weekly, or monthly basis. Precisely scheduling the work force weeks in advance gives staff members a definite work schedule and allows management to predict forthcoming expenses (payroll is frequently the largest in hospitality, retail, restaurant, and similar industries). Throughout the process of putting together a proper labor schedule, managers will double check staff member availability, look over the request logs, modifying personnel training and capabilities, take into account local/state/federal and corporate regulations, revise staff member work preferences, consider overtime, and certify minimum work hours will be met, all while staying within the budgets and other various business requirements. All together, the scheduling process frequently takes up 10% of a manager’s time weekly, costing the establishment several hundred dollars every week, if not more!
Changing the Employee Schedule Uses Manager Time
Besides building the schedule, managers often edit the schedule on a daily basis. Staff members’ availability may change. Shift swapping is also commonplace in many industries and demands that a manager spends time on each trade. A shift or request log may be used for shift swaps that the employees initiate. Managers cannot watch for theft, communicate with customers, perform quality control, or train new hires at the establishment if they are in the back-office all day putting together and editing the work schedule.
To insure that management time is spent suitably, use technology devices to carry out tasks that can be done by computers. Software, such as TimeForge, betters staff retention and lessens the amount of time that building the schedule takes up. TimeForge includes various supplementary tools that will help managers in time management, including payroll processing, a daily manager log book, and other various tools.
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