Tanda Blog: Clients & Partners AU

Clients & Partners AU

Time Off from Timesheets: How BIG4 Caloundra Holiday Park Simplified Timesheets and Payroll

From top-notch accommodations, proximity to different attractions, and commitment to providing the best holiday, BIG4 Caloundra Holiday Park is a recommended destination in the Sunshine Coast. They have just been voted as the Big4’s People’s Choice Park.  What has made them  successful? CEO Angus Booker shared three essential things that helped them thrive.  Discipline – […]

800 staff. 1 payroll officer. See how Tanda enables MyHealth’s lean payroll processing.

“My title is Systems Development Manager,” Natasha Laidler of MyHealth says. “Day-to-day, my job involves a bit of everything, but mainly HR-related issues.” Founded in 2007 by Dr. James Liang, MyHealth Medical Centre contains over 80 practices in its network, and total staff across the entire organisation currently numbers up to more or less 800 […]

Culture and Purpose: Systematised Service at Inala Primary Care

What do you do when the roster system you’ve been using isn’t improving productivity as much as you thought? Inala Primary Care has found a solution. The independent, not-for-profit General Practice operates in Queensland, where it serves the general public and acts as a charity for marginalised members of the local community. Their approach to […]

HideAWAY Handmade Scrubs Up their Scheduling with Tanda

Artisan beauty goods company HideAWAY Handmade knows what it means for products to be made with love. Named for Hideaway Bay in Queensland where founders Wendy Campbell and Bruce Arms became engaged, the popular online brand crafts artisan personal care products such as whipped soaps, bar soaps, body custards, scrubs, and other bath time treats—all […]

Domino’s Israel selects Tanda for Workforce Success

Tel Aviv, Israel — Tanda is proud to announce that Domino’s Israel will roll out its innovative workforce management software to 57 locations after a successful 3-month trial. The Tanda platform will be used to manage rostering, time and attendance, and wage reporting for over 1,500 staff across Israel. Following an introduction from Domino’s Pizza […]

How to Achieve Culture by Design with Career Culture Lab’s Amanda Lutvey

“I’m passionate about developing extraordinary places to work because we spend a lot of time at work and in a number of organisations, managers just really don’t know how to design a culture,” says Amanda Lutvey, founder of Career Culture Lab. For the past twenty years, Amanda has worked with leaders and managers to transform […]

OrderMate-Tanda integration established to allow business owners grow through data-driven decisions

Tanda is excited to announce a new integration with cross-platform POS system, OrderMate. This Australian-based company is supporting hospitality businesses through easy-to-use and innovative technology.  Through this new integration Tanda and OrderMate customers can take advantage of the ability to view an accurate award interpreted wage cost next to their live revenue figures throughout the […]

Focusing on Client Success with RSM Australia

“You might have heard the term big ship to steer, that’s us,” says Joe Mulcare, Digital Analyst at RSM Australia. With 1,200 staff across 30 offices in Australia alone, RSM is one of the largest professional service firms in the country. It’s also one of the oldest, celebrating 97 years in the industry this year. […]

Little Pancake Company’s Sweet and Savory Recipe for Success

Small pancakes run on big team effort at Little Pancake Company, a new family-run business at the Coles end of Casey Central Shopping Centre in Victoria. Rick, Wendy, and their staff specialise in poffertjes, a traditional Dutch sweet treat. The Dutch often serve poffertjes with powdered sugar, butter, and maple syrup. But their menu offers […]

Serving up innovation on Gill Street with Feedlot Eatery

A charming chalkboard on Gill Street advertises Feedlot Eatery’s specials, a hearty mix of freshly prepared meats, vegetables, and fruits enjoyed daily by customers in this quiet corner of Queensland. Priding themselves on affordable meals and friendly service, this dedicated restaurant has been serving up kebabs and desserts for about five years. New owner Christian […]

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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 labour 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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