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Category Archives: 3.1.3-Demographics

Demographics

16th August, 2013 · andrehoude · Leave a comment

The area where your store or plant is has a direct impact on your schedule. If you are in a new area where new housing is built, you are more likely to have young families looking for full-time jobs. If you are in a sunny area with lots of recreational activities (like Florida), you’ll be surrounded with retired folks looking for a part-time job.

 

You need to know what’s closest to your place of operations in order to determine the best positions that will help you in your business and yet fit folks that are around you. The schedule will be a center piece to that profile since the schedule runs the employee’s life. If you are surrounded by students, you may elect to reduce the number of full-time employees and increase the number of part-time employees.

 

There is no math or science that will help you determine the best profile. Simple tricks by just describing the ideal employee for you and then describing the typical person you would expect to cross in the neighborhood will help you identify the discrepancies you may have and then choose the profile a little better. When you do this exercise, you list things like age group or generation, education level, and other relevant factual information. Things NOT to list are race, sex, or anything that may be considered as discriminatory. These identifications usually lead to over-generalization and will muddy your facts.

 

One thing for sure is that if you ignore your demographics, there will be effects later down the road. For example, if you only hire part-time jobs in a new area where young families are established, you may end up with a high turnover rate since the folks will change jobs as soon as they can get a full time job somewhere else.

 

Posted in 3.1.3-Demographics | Tags: Constraints, Employee, Positions, Schedule, Scheduling, Scheduling software, Shifts, Workforce, Workload |

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  • August 2013

Categories

  • 0-Preface (1)
  • 1-Introduction (14)
    • 1.1-Everybody Schedules (1)
    • 1.2-Change is the only constant (1)
    • 1.3-Workforce Scheduling (4)
      • 1.3.1-The Workload (1)
      • 1.3.2-The Employees (1)
      • 1.3.3-The Constraints (1)
    • 1.4-The Process (5)
      • 1.4.1-Breaking down the work (1)
      • 1.4.2-Calculating Positions (1)
      • 1.4.3-Planning the Non-Work (1)
      • 1.4.4-Distributing Shifts (1)
      • 1.4.5-Maintaining the schedule (1)
    • 1.5-Finding Support (2)
      • 1.5.1-Strategy becomes input (1)
      • 1.5.2-Choosing Tools (1)
  • 2-Build your workload (10)
    • 2.1-Workload Identification (2)
    • 2.2-Workload Quantification (7)
      • 2.2.1-Time Dependant Workload (2)
      • 2.2.2-Time Independant Workload (1)
      • 2.2.3-Mixed Workloads (1)
      • 2.2.4-Open and close times (1)
      • 2.2.5-The Wiggle Room (1)
    • 2.3-Other Alternatives (1)
  • 3-Understand the workforce (9)
    • 3.1-Arriving (4)
      • 3.1.1-Training (1)
      • 3.1.2-Workload and Absenteeism (1)
      • 3.1.3-Demographics (1)
    • 3.2-Staying (4)
      • 3.2.1-The idiot virus (1)
      • 3.2.2-Set Expectations (1)
      • 3.2.3-Share Information (1)
      • 3.2.4-Self Scheduling (1)
    • 3.3-Leaving (1)
  • 4-Define your constraints (13)
    • 4.1-Work and Rest (6)
      • 4.1.1-Shift Constraints (1)
      • 4.1.2-Day Constraints (1)
      • 4.1.3-Week Constraints (1)
      • 4.1.4-Horizon Constraints (1)
      • 4.1.5-Sequence Constraints (1)
    • 4.2-Fairness and Rotations (3)
      • 4.2.1-What About Seniority? (1)
      • 4.2.2-Self Scheduling (1)
    • 4.3-Training (1)
    • 4.4-The Agreement (1)
    • 4.5-Breaking the Rules (1)
  • 5-Assembling a Schedule (3)
    • 5.1-Breaking Down the Work (3)
      • 5.1.1-Time Dependant Workload (2)
  • 6-It's Never Over (1)
  • 7-Exercise (4)

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