As a result of the recession, most business staffing models were quickly revised. New efficiencies were discovered and all expenses were scrutinized. Things were happening, productivity was rising, and most staff members were willing to do whatever it took to help employers keep the doors open. Unfortunately, this intensity has stopped at some operations. What has not stopped is the ongoing downward economic spiral that most operations are still in. Several months ago, fellow blogger Geoffrey Sagrans wrote a post called “The Silver Lining”. His ideas and suggestions about how we will do business in the near future is exactly the scenario that must take place.

I have been thinking a lot recently about my own operation. How could I continue to find new opportunities to be more efficient and reduce expenses without affecting the guest? As most of you know, labor is our biggest expense; fixed labor is often a financial burden in slow times but necessary when busy. So how do you create the correct staffing model for your operation?

The first step is to look at it as an outsider. If you were critiquing someone else’s operation as a consultant, what decisions would you make? The difficult part is that most of us think of positions as the people who work them, not as a tool or expense. I am not suggesting that you reduce your staff members to numbers, but as an exercise, try making your schedules with positions, not names. If you’re adding hours to cover shifts for staffers who are not up to the expected level of productivity, something is wrong.

Secondly, look at the shift times. Can you stagger start and finish times? Can you move staff to different areas as needed? Forget about titles, station boundaries, and lines of delineation. Kitchens and dining rooms must utilize all staff at its highest productivity level to maximize efficiency. No one should be sitting while others are working unless they are on an official scheduled break. If people are hesitant to participate, cut their hours and send them home once they are no longer needed. They will get the message. I have a spreadsheet built into my schedules that calculates budgeted hours for the week. Anticipated cover counts, average check price and banquet revenue are all tied into the computation which displays the percentage of budgeted hours available for the forecasted revenue. On a slow week, I may use 140% due to minimum staffing levels, but on a busy week I am shooting for 70%. The point is, you can’t manage what you can’t measure. Find a system that works for you.

Third, are you using fixed labor to its highest potential? Are salaried chefs and managers working fewer hours than hourly staff? How much time are they spending in the office or on the phone instead of on the floor? Proper planning is extremely important and necessary. We could not exist without it, but there is a time and place for everything. I would guess that most tasks, calls, and projects could be accomplished in half the time. It has always amazed me how efficient people can be when they are motivated by the need to leave early for personal reasons, the start of a vacation, or just a shorter day.

In conclusion, I read somewhere that 20-30% of employees at many companies really do little or nothing all day, and their organizations could operate without them. I don’t think this statement really applies to our business, but there is some truth in it. The point is that these low-value-add workers should be the first to go before you start considering additional cuts, as real talent will eventually leave (real talent is always in demand as there isn’t much of it). If this last sentence makes you feel uncomfortable, you may have some work to do. The effects of the recession may soon begin to slow down, and the tables will begin to turn. Emerging from the recession with the best people should be your goal; you will need them.