Tanda Blog: Awards & Rostering

Awards & Rostering

How to Understand the Pharmacy Award in Australia

By 2020, the Australian pharmaceutical industry will rise to $25.2 billion from $22.85 billion in 2016. According to GlobalData, this growth will be driven by good market access and subsidised cost of prescription medicines, among others. The pharmaceutical market is a knowledge-based, technology-intensive industry that employs tens of thousands of employees across Australia. Like many […]

How to Understand the Manufacturing Award in Australia

The manufacturing industry presently accounts for 6% of Australia’s economy. It produces a wide range of products including food, beverages, tobacco, textiles, chemicals, machinery, and furniture. Despite a recent slowdown, industry prospects are looking up. The latest quarterly survey of industrial trends found 28% of manufacturers expect their business to ultimately improve over the next […]

5 Benefits of Using Time and Attendance Software

Every year, problems with tracking time and attendance (and ultimately, wages) cause governments to apprehend and collect millions of dollars in penalties. Planning shifts, creating rosters, managing leaves, and keeping track of employees’ clock in and out are some of the most important things a business manager does on a regular basis. While some still […]

Peak Season Rostering: How to use data to meet demand and raise profit

The number of festivals, trade shows, conferences, and marketing meetings is on the rise. According to Eventbrite Australia, 54% of businesses plan to host more events in the future. And with several major holidays like Easter and ANZAC Day just around the corner, businesses face an increased demand in products and services. Hotels, pubs, retail […]

Easter Penalty Rates 2019

Easter is always a tricky time of year to work out when the actual public holidays fall. For the Easter period in 2019, the only national public holidays are Good Friday and Easter Monday – all the other days vary between the states and territories. Keep in mind Anzac Day is the following Thursday the […]

How to Avoid Timesheet Mistakes (FREE Timesheet Calculator!)

Oliver, a manager at a local restaurant, is doing his payroll. He has 30 employees working different shifts at different wage rates. They had to do overtime a couple of days because the restaurant was pretty busy. A couple of people missed their shifts and he doesn’t know why. They have a time clock, but […]

How to pay staff for Australia Day 2019

The Fair Work Ombudsman sets out that when a public holiday falls on a weekend, it can be substituted for another day. This year, Australia Day falls on Saturday, 26 January.  Given this, the public holiday for Australia Day will be observed on Monday, 28 January across all states and territories. Public holiday penalty rates […]

What you need to know about the Casual Conversion Clause

On 1 October 2018, the Fair Work Commission announced that a new casual conversion clause will be included in 80+ modern awards across Australia. What does it mean? Casual conversion is a right given to regular casual staff to request for full-time or part-time employment status, given certain prerequisites. In the awards, a ‘regular casual […]

Restrict unavailability on published rosters

A common pain point for managers occurs when staff submit unavailability after the roster has been completed and published. Having to go back to the roster, make changes and re-publish it can be annoying and confusing to staff. To help prevent this situation we’ve always had minimum days’ notice setting for unavailability: This setting works […]

Automating Holiday Operations: Why Santa uses Tanda

The Christmas rush is upon us. Flights are being booked, recipes are being tested, and stores are working overtime to make sure everything is delivered well before it’s time to open presents. According to eBay’s head of retail insights, Gavin Dennis, shoppers are buying earlier this year and expanding online purchases beyond gifts to everyday […]

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How this retailer increased profit by $8.9m from rostering more hours

There has been a lot of speculation on why we are losing retailers so fast. An interesting research piece from the US presented an alternative hypothesis that generalises the issue down to rostering for profit rather than rostering to control costs. For context – If you were given the choice of increasing revenue by 5% or reducing costs by 5% in order to create the most profitable outcome, what would choose? A “back of the hand” calculation would show that reducing costs increases profit more than the equivalent uptick in revenue. Accordingly, most retailers choose option two. This makes sense if you assume the two scenarios are independent of each other, but what if the cost was your employees? This is where the problems arise. For industries like retail, where staff have a direct impact on sales, it’s not as simple of a question as cutting costs to increase profit. In a study led by Professor Marshall Fisher from Wharton, he and his research team constructed a conceptual model from historical data to identify stores within a US-based retail chain that had the highest potential to benefit from increased labour spend. Importantly, the strategy was actually implemented at 168 retail sites over a 26-week period to validate the model, with the retailer electing to implement the strategy further. The result: A near $8.9 million increase in profit of the stores included. The labour cost challenge The challenge in allocating labour budgets lies in the tradeoff between the known immediate payroll cost and the less certain increase in sales that could be achieved with more staff on hand. The researchers point out that retail managers have a tendency to overweigh the decision to reduce the known payroll cost than the less certain increase in sales which could be achieved by allocating additional labour spend. The labour budget death spiral The study highlights the limitation of the most common retail strategy — setting labour budgets as a portion of sales. Fisher points out that this approach creates a circular problem by failing to take into account how store labour spend can positively impact sales, with the worst case leading to a spiraling effect of reduced sales forecasts reducing labour spend which reduces sales further and so on. Quantifying the impact of labour spend on revenue Creating labour budgets that are designed to maximise profit requires retailers to know on a store-by-store basis the correlation between labour-spend and sales. One way to do this is by looking at times when staffing levels deviate from the original schedule. If ten staff were scheduled on a particular day, but on that day only eight turned up, did sales also decrease by the same portion? If not, by how much? If the answer to the above is that sales didn’t decrease at all, the store is likely overstaffed. If there is a measurable impact, the inverse scenario is likely true and the store may be losing sales by being understaffed. This is the same approach used in the study, which found the relationship between random staffing deviations and impacts on sales was statistically significant. Results showed an increase in labour spend pointed to increased sales at varying degrees, depending on known store attributes. Implementing the strategy for profit The study identified stores in a US retail chain which had the highest market potential, making them good candidates for an increased labour spend. The market potential factored in attributes like average basket value and proximity to competitors, which would create scenarios that allow workers to have the highest impact on converting sales. In the study, 168 stores were selected this way, then allocated a 10% increased labour budget over a 26-week period, of which 75% of the increase was actually consumed in practice by the stores. The outcome was a 4.5% increase in revenue at the impacted stores and resulting in a near $8.9 million profit increase. Learning from the strategy The study shows empirically why the common practice of setting labour budgets as a fixed proportion of forecasted revenue is often self-defeating when applied in a retail setting. An opportunity exists to all retailers to leverage this same profit-centric model for defining labour budgets. The data required is available to all retailers however, it may just be a matter of leveraging that information with the right systems. An integrated forecasting strategy that integrates foot traffic, sales, and employee scheduling data is a practical opportunity afforded to retailers of any size to optimise their labour resource allocations. The interesting part is, Fisher’s research is readily available to all retailers who are looking to drift away from the traditional method of fixing labor budget rosters. The next step is to get this method of labour resource allocation battle tested in the Australian markets. Stay tuned. Up next: What is the Contingent Workforce and how can you leverage it in your business?

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