Operations and HR

Hotel employee scheduling should start with a complete (and accurate) forecast of your occupancy, arrivals, and departures along with sales metrics from your food and beverage group. Key indicators for scheduling will be business metrics such as gross sales, rooms booked, rooms available, daily arrivals and departures.

Metrics derived from these values, such as RevPAR (revenue per available room) and similar metrics are also very helpful while determining the operational needs for your hotel.

To get better real-time information for employee changes throughout the day, integrating with your Point of Sale and Property Management System will provider greater accuracy of budget adherence.

Because of the prevalence of RevPAR analysis in the hotel and lodging industry, it is probably a good idea to establish a benchmark between your workforce staffing levels and your RevPAR for the day.  For example, if your Average Daily Room rate (ADR) is $80, and your occupancy is 70% throughout the month of December, and you have 400 rooms, you would have:

  • 31 days in December X
  • 400 rooms X
  • $80 per month X
  • 70% occupancy

Or, 31 * 400 * 80 * .70 = $694,400 total room revenue
Also, 31 * 400 = 12,400 available rooms during the month of December

The RevPAR would be:

  • $694,400 / 12,400 = $56 RevPAR during the month of December

Another way to arrive at the same RevPAR is to take the average nightly rate ($80 per night) and to multiply this by the occupancy during December (70%):

  • $80 per night * .70 = $56 RevPAR during the month of December

The potential room revenue would be:

  • 31 days in December X
  • 400 rooms X
  • $80 per month X
  • 100% occupancy

Or, 31 * 400 * 80 * 1.00 = $992,000 potential room revenue

While you are building the employee schedule for your hotel, make sure to consider your staffing needs based on the RevPAR. Equally as important for scheduling as RevPAR is your occupancy rate, and the number of arrivals and departments on any given day.

For example, using the example above, at a 70% occupancy with 85 arrivals on a Friday between 4pm and 9pm, would mean that the front-desk needs to check in 85 guests, over 5 hours, or 17 guests an hour.  And, of course, there’s already another 195 guests that might need help!  Housekeeping needs to be aligned with these numbers as well.

Operational information is critical to building good schedules for your hotel.

Also important to your labor management strategy should be excellent management of the Human Resource needs of your business. Tracking paperwork, hire dates, termination dates, important certifications, onboarding documents, reprimands and demerits, and sick, vacation, and PTO time is a requirement in many hotel operations.  If you’re not careful, these documents can stack up in each of your locations, making compliance and staff monitoring very complicated.  TimeForge Human Resources can help you manage these documents across one, or many, locations.

TimeForge is an amazing hotel staff scheduling solution and provides provides instant access to hotel staff schedules, time punches, daily log information, and payroll exports. You can use all of TimeForge to manage your labor, or only the specific parts that your hotel requires – sign up for a free trial today!