Pearson New International Edition International pcl tp indd 1

OVERVIEW OF THE FRONT OFFICE DEPARTMENT
greater than the van’s capacity, the short-range solution is to rent another vehi-
cle and request that an on-call van driver be assigned a work shift or to pay taxi
fees for guests. The longer-term solution is to consider the need, for a second
van while assessing its impact on capital and operating costs and, just as impor-
tantly, on guest satisfaction levels.
OCCUPANCY FORECASTS DRIVE EMPLOYEE SCHEDULES
Room occupancy forecasts based on PMS data and other information are an important
scheduling tool. FOMs use these forecasts when they develop schedules for employees in
front desk and uniformed services positions. Forecasted occupancy information is used by
other departments for the same purposes. For example, how many rooms must be cleaned
by housekeeping staff? The estimated number of guests departing on a specific date will
help answer this question. How many production personnel and servers will be needed in
the àla carte dining room? The estimated guest count, less those attending banquet
events within the property, will help food and beverage schedule planners, who also use
separate forecasting systems to estimate the number of walk-in guests who will visit the
property’s restaurants.
Generation and distribution of room occupancy forecasts is another example of why
the front office department is the communication hub of the hotel.
After the number of employees needed for front office positions is estimated
for specific shifts, a schedule can be developed. In a relatively small property (see
Figure 4), the general manager, perhaps working with the front office supervi-
sor, may develop the work schedule for the front office staff (which consists of,
primarily, front desk agents). In a larger property (see Figure 5), the FOM is 
typically assigned the employee scheduling task. In a very large property (see
Figure 6), several management personnel will likely be involved in schedule 
planning:
•
The front desk supervisor will schedule the work of front desk agents.
•
The PBX manager will schedule the PBX operators.
•
The reservations manager may schedule the work of reservation agents.
•
The supervisor of bell services may schedule bell services attendants.
•
The uniformed services manager may develop schedules for door and parking
attendants, van drivers, and concierge staff.
The list of factors to consider as specific employees are scheduled for specific
shifts can be lengthy. Here are some examples:
•
Employee interest and history of work shifts. Some employees are hired for