• Bersin by Deloitte
  • Register|Sign In|Research Store  Empty
    • Advanced Search
      • Research Library
      • Solutions Library

  • Bersin
  • Membership
  • Practices
    • Human Resources
    • Leadership Development
    • Learning & Development
    • Talent Acquisition
    • Talent Management
    • Solutions Library
  • News & Events
    • Upcoming Events
    • Event Recordings
    • IMPACT
    • WhatWorks® Awards
    • Press Releases
    • News Articles
    • Newsletter
  • Blogs
    • The Business of Talent
    • Hire Innovation
    • Leadership Drives Business
    • HRevolution
    • Learning on the Leading Edge
    • Global Trends and Benchmarks
    • Planning for High Performance
    • Technology for Talent
  • Lexicon
  • About Us
    • Our Analysts
    • Executive Team
    • Our Consultants
    • Member List
    • Advisory Board
    • Careers
    • Contact Us
  • Interested in Membership?

Home >  Analyst Blogs > Katherine Jones's Blog Technology for Talent

Social Networks Digg This LinkedIn Del.icio.us Facebook Yahoo! Buzz Newsvine

Close

When People Matter--Really Matter

Wednesday, February 29, 2012

Today's service industries--restaurants, hotels, retail and the like-- account for vast numbers of employees. Often industries with low margins and high regulation, they are also plagued with high turnover -- averaging between 75-125%, with ranges sometimes much higher.  With hiring costs escalating to $3500 according to the recent Bersin & Associates Talent Acquisition Factbook (of course, cost per hire varies by type of position, with higher-level and more highly skilled jobs costing more to fill than others. But these overall metrics can be useful for benchmarking an organization’s average hiring costs.) When high turnover is married to high cost of acquisition, everything that aids hiring right and retaining that hire is paramount

One thing these industries all have in common is the concept of shifts. In restaurants, for example, a host of personnel with very different skills need to be in their places at all times of the day. Chefs, wait staff, busing staff, managers and many more need to fill the roles seamlessly to ensure customer satisfaction. And coordinating the schedules for all these moving parts is a managerial nightmare.


In the past, staff had to check into the location to view their assignments weekly, making notes from posted schedules (often fraught with errors in the transcription), and making changes only with difficulty. 

Technology has improved that situation. Enter mobile devices and solutions such as that announced by PeopleMatter -- the ability to view and manage shift schedules by smart phones. Employees can easily view their shifts, request changes in assignment, volunteer to swap shifts -- all the while alerting management as to the employee's likelihood to move into overtime.  And for employees that lack smart devices, IVR capabilities allow any kind of telephone access to schedules and the means to change shift assignments.

PeopleMatter's CEO Nate DaPore and team briefed industry influencers in Charleston on the mobile products, which, integrated with the company's solutions for hiring, learning and scheduling management, go a long way to alleviating the difficulties faced daily in service-providing companies.

Add to del.icio.us   Digg ThisDZone it!

Permalink

About This Analyst

Dr. Katherine Jones brings years of experience in HR and Talent Management and the technologies that support a productive workforce. She writes about the technology ecosystem's use in improving people management for optimal business results.


Most Popular Posts

  • The Talent Management (TM) Technology Market -- Hot and Hotter!
  • Microsoft Goes SaaSy and Social With Next Office Release
  • Less Talked-About -- but VERY Compelling -- Benefits of SaaS
  • HR Technology Conference 2010: What’s driving customer success with talent management systems?
  • A Dozen Things the HR Technology Market Needs in 2011

Recent Research by This Analyst

Managing Talent through Technology: HCM Buying Trends in 2013

WhatWorks® Brief: Managing Talent through Technology - HCM Buying Trends in 2013

The HCM Technology Rodeo: What They Sell, What We Buy

The HCM Technology Rodeo: What They Sell, What We Buy (Video)

Leadership Development in China: Building Bench Strength in the World’s Largest Marketplace (Video)

Calendar

<  May 2013  >
MoTuWeThFrSaSu
293012345
6789101112
13141516171819
20212223242526
272829303112
3456789

Other Blogs

The Business of Talent
The Business of Talent: Josh Bersin
Hire Innovation
Hire Innovation: Kim Lamoureux
Leadership Drives Business
Leadership Drives Business: KimLamoureux
HRevolution
HRevolution: Brenda Kowske
Learning on the Leading Edge
Learning on the Leading Edge: Vickers/Clarey
Global Trends and Benchmarks
Global Trends and Benchmarks: Karen O'Leonard
Planning for High Performance
Planning for High Performance: Stacia Garr
All Aboard
All Aboard: Madeline Laurano

Archive

2012
  • November (3)
  • October (2)
  • September (1)
  • August (3)
  • July (4)
  • June (2)
  • May (5)
  • April (2)
  • March (3)
  • February (3)
  • January (1)
Site Feedback

We would like your feedback on our website. Please send comments, questions or report problems to us at:
» websitefeedback@bersin.com



Email To A Friend Please fill in the following information and we'll email a link to this page. Your Name: Your Email: Recipient's Email: Message (optional): Send

Close

Copyright © 2013 Deloitte Development LLC. All rights reserved.
About Us | Contact Us | RSS | Help | Privacy Policy | Terms of Use

Subscribers to Bersin by Deloitte have access to an extensive library of research materials. Reports and other research materials dated earlier than January 1, 2013 were created by Bersin & Associates LLC, prior to the acquisition of substantially all of the company's assets by Deloitte Consulting LLP, and bear the Bersin brand. Materials dated from January 1, 2013 to the present were created by Deloitte Consulting LLP and bear the Bersin by Deloitte brand.

This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication.

As used in this document, "Deloitte" means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.