Some new produce managers freeze or silently dread writing a labor schedule. Why? Probably because for years in a subordinate role they’ve often thought, “Why is the schedule written this way?” Or perhaps, “If it was me running this show, I’d have this shift come in at this time, instead of that time. For sure, I’d fix things all right.”
That’s called being a Monday morning quarterback or, at the very least, a backseat driver. Then, when it’s time to run the show, they find writing a schedule isn’t so easy.
So, what exactly goes into writing an effective labor schedule? Here are a few thoughts I used to convey when coaching a produce manager in the process:
1. Get to know your crew. Ask them about their wants and needs.
Most times a crew member either prefers days off together or split up. Some have needs that tie in with family. Some would prefer to arrive an hour early or stay an hour later in some circumstances.
By asking what your crew preferences are, you’re showing that you care and want to accommodate their wishes, if possible. You also preface this by saying something like, “I can’t guarantee I can help with everything, but I will do my best to do so.”
By approaching this important phase as such, you’re also saying, “Help me with what I want from you in the way of quality, accuracy, efficiency and sense of urgency, and I will help you with your schedule requests. Quid pro quo. It works.
2. Size up your crew strength, both full-timers and part-timers.
What is your crew size? Experience levels? The ratio of full-timers to part-timers is typically 30% full-timers and 70% part-timers. While this will vary, the grocery business is heavy to part-timers. This allows you as the produce manager to bulk up hours during heavy business periods while alternatively giving you flexibility to shrink the schedule during lean stretches.
Knowing your crew strengths and weaknesses will help you schedule in kind and also address any training needs.
3. A produce schedule is a look into tomorrow — a story about to unfold.
This means every day in produce there’s a beginning (setup), a middle (ongoing stock responsibilities) and an end (closing up shop). You begin by filling in these important features, assigning your crew initially to fill in these important critical control points while also trying to accommodate desired days off and other requests.
4. Follow the formula.
Every chain has a labor formula. This typically begins with projected sales, a sales percent for labor dollars and your department assigning an effective rate to determine your total allowable weekly hours.
For example, a store may anticipate selling $1 million overall and, with perhaps a 10% projection, $100,000 in produce sales. If your labor budget is, say, 8% of sales, this leaves you with $8,000 to work with. And with, say, an effective rate of $25 an hour, this will allow you a maximum of 320 overall hours to schedule. Granted, this is wildly speculative; your department formula will vary. However, it gives you an example of how one labor plan is derived.
My memory is that even when I was armed with such numbers, a stingy store manager would often scoff and say, 320 hours? Schedule for 280 — and no overtime.
5. Fill in the necessary shifts.
Factor in things (besides opening and closing) such as merchandising plans to execute. Schedule in time to stock, take inventory, write orders, attend store meetings, unload trucks, sanitation, rotation and cover every coverage gap from opening to closing needs every day.
Keep in mind that shifts don’t have to be set in stone. Move these around so that things work out best for the department and for your crew. Invite suggestions, and make adjustments. Factor in important ad events, holidays and the weather. Eventually, you’ll get the hang of writing your labor schedule to best meet your customer’s needs and offer the freshest produce department possible.
The schedule’s posted. Now go to work.
Armand Lobato’s more than 50 years of experience in the produce business span a range of foodservice and retail positions. He has written a weekly retail column for two decades.
