By using TimeSkipper on a daily basis, everyone wins,
from the self-service employee to the customer, from the manager to the store director and the member/partner/franchisee.
It’s straightforward: I log in and create my timetable for the following day. I adjust it to consider my management’s demands and my team’s requirements.
This entire process takes me a mere 15 minutes.
And now I can :
At the briefing, I use my schedule as a basis and explain how it has been achieved.
My colleagues know exactly what is expected of them and how the workload has been distributed. And if hazards occur, I can react promptly because I know how much leeway I have.
For the rest of the day, I know where everyone stands. I can check at any time that everything is going according to plan. And I’m free to focus on my management tasks.
I have indicators at my disposal to readjust the workload and adapt schedules. But also to identify potential gains or my need for overtime.
I have indicators at my disposal to readjust the workload and adapt schedules. But also to identify potential gains or my need for overtime.
Before my manager arrives, I look at the schedule and visualise my day. I know what I need to start with.
At briefing time, I get some details from my manager and I now know :
For the rest of the day, I carry out the tasks set out in my schedule.
At the end of the day, I leave with peace of mind. I’ve done what was expected of me.
I organise a review with my managers.
To prepare for it, I study the indicators for the week provided by TimeSkipper (time taken to finish stocking shelves, overload or underload of certain employees, hours available, time spent on sales advice, sales force at the right time at the point of sale, etc.).
I try to challenge them.
I look at the schedule drawn up by my managers and go out into the field to check that everything is in order.
In this way, I can see whether the recommendations and requests have been taken into account by my managers in the schedules (e.g. tidying up the storeroom, implementing a promotion, reviewing the planogram, deploying sales advice in a particular area, etc.).
I receive an SMS from TimeSkipper.
I get information on under and overloading by department and the people affected by under or overloading.
If I want to go into more detail, I get detailed reports. This will enable me to challenge my shop managers if any anomalies are found.
I consult the benchmark available on my TimeSkipper interface. This tells me where I stand in relation to my ecosystem.
I pay attention in the schedules generated by my shop to the hours potentially used to hide available hours (cleaning/reserve).
If need be, I can also adjust the organisation of my shop and know the impact this will have on the teams.
