Pearson New International Edition International pcl tp indd 1

Staffing and Scheduling
FOMs face significant challenges as they plan and implement tactics for employ-
ee staffing. A key challenge is to have the correct number of qualified staff mem-
bers available in every necessary position to meet the property’s daily business
needs, while consistently meeting guest service standards. Unfortunately, staffing
needs can change on an hourly basis. Scheduling more staff members than neces-
sary leads to lowered productivity and, in turn, to higher than necessary operating
costs.
FRONT OFFICE SEMANTICS
Staffing:
Basic management activity that involves finding the right people for the job.
154

---

OVERVIEW OF THE FRONT OFFICE DEPARTMENT
FOMs consider staffing requirements, as they determine what work must be
done and as they group similar tasks into positions. They are also involved in staffing
activities as they develop job descriptions and job specifications to more specifically
identify what must be done and the types of skills and experience that will most likely
yield a successful staff member. (Recall that FOMs in larger properties receive
assistance in these staffing activities from the human resources department.) An
extended definition of staffing includes the orientation, induction, and training activ-
ities designed to prepare a staff member for employment at the property and, more
specifically, in the front office department.
How many staff members in what positions are needed to work at what times
in a front office department? This question must be answered specifically by FOMs
in each hotel, but general principles can assist in the decision-making process. For
example, does a front desk agent need to be present at all times? Yes, at least in a
large property, because guests register, check out, and want service issues resolved at
all hours of the day and night. Must a PBX operator be available 24/7? Perhaps in
a very large hotel; definitely not in a small property. In the small property a position
titled “night desk agent” may be in place. A staff member in this position can be
trained to perform the duties of the front desk agent, to operate the switchboard, to
serve as the concierge (e.g., to recommend late-night dining alternatives), and, to
perform night audit tasks as well. This example reinforces a point made earlier in
the chapter: Someone must be available in a hotel to perform a wide variety of
front office tasks. In smaller properties, positions become more generalized, and an
employee in a specific position must be able to perform a wide range of duties.
Although cross-training is important in large properties, it is of significant importance
in small hotels.
Let’s consider an example of staffing needs in a large property. Must a manager
of uniformed services be available every hour of every day? The answer is no for all
but the very largest hotels. However, someone must be available on-site or at least
on-call, to address any nonroutine matters related to the position.