Scheduling For Outcomes

Employee scheduling is one of the most poorly supported HR-related tasks performed by retailers. Schedules, which are typically created two to three weeks in advance and modified on the day of operation based on in-store conditions, are often built by managers without any automated support. Manual schedule creation means managers spend too much time creating schedules and cannot consider all the variables required to identify the appropriate employees for each shift. Seeking to minimize the effects of scheduling mistakes and staffing shortages, many managers pad their workforce with extra employees, increasing payroll and benefits costs. When managers have access to automated scheduling tools, these applications are typically focused on cost minimization at the expense of other operational objectives such as customer satisfaction levels or sales goals.

Although making cost a priority in scheduling decisions can reduce payroll costs, Nucleus found that cost is only one important variable that should be considered. Retailers are not in business to minimize payroll costs; they are in business to sell products, provide customer service, and maximize customer satisfaction levels. Nucleus found that although most scheduling applications correctly identify the least-cost available employee, they often incorporate too few scheduling variables and are unable to help managers identify the employees who provide the best customer service and have the best sales skills.

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