Staff
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Info on hotel staff
Apart from staffing costs, there is limited information on this item.
The Bergman family never considered themselves to be staff and never took a salary, so, this 'distorts' the numbers. Their income mainly originated from the net profit which they, partly, took out of the company, being the entrepreneurs.
From the history the following figures on staff costs are available:
- Staff costs, fixed = € 550,271
- Staff costs, variable = € 355,170
You can find these in Operating review costs.
You can not influence the fixed staff costs, and the variable staff costs will automatically fluctuate with the occupancy rate (the number of occupied rooms, the number of guests). When you mouse-over column B in your Team File, you will find some additional information on these costs.
- Staff development costs
This is the third cost group related to staff. In your Team decisions, each year, you can decide on spending additional money on educating or training your staff, for example.
Number of staff
There is a total of € 550,271 in fixed staff costs mentioned in the history (not wages but costs). At roughly € 42,000 average costs per staff member, this indicates that there are 13 full-time staff members. Six of them really work full-time; the records show the other seven full-time positions are fulfilled by 14 employee, each with a part-time 0,5 contract.
The variable staff costs at € 355,170 reflect costs the hotel incurs for cleaning, serving, reception, etc. If there are fewer guests (a lower occupancy rate), there will be fewer costs for this element. To compare the costs: a full time staff member in this group will cost approx. € 32,000. So the costs in the history reflect 11 full-time jobs, fulfilled by 28 employees (with an average 0,4 contract). More on the number of staff on the FTE page.
Hospitality job titles in the Emerald Forest Hotel
As the Bergman family has an easy-going of management style, there hasn't been much structure in this. Though, from the available information, you can conclude that the following positions are held:
- CEO, chief executive officer or general manager: presently Jill Jandal
- CFO, chief financial officer
- HR manager
- Marketing & sales manager
- Executive chef (also food and beverage manager)
- Hospitality (and banqueting) manager
All of these are full-time jobs.
Besides this, there are also two part-time floor managers, a front-of-house manager, a housekeeping manager and one facilities manager (mainly responsible for the grounds and premises). Job descriptions in hospitality give more information.
The hotel is very much organised as a 'line organisation'.
Staff development
It is important that staff receive regular training: This is require from a legal point of view, but product developments, customers behaviour, and economic changes demand this as well. The economy is dynamic and guests are more and more demanding and better informed. Staff development can be on a personal level: an individual training method or career path. For example, individual training can be on hospitality workshops for the reception staff, on more efficient housekeeping, or on new recipes for the kitchen staff. It can be anything.
New venue
When your assignment is managing one of the new establishments, this still will be the benchmarks you start with, and refer to. So, you will start in your venue, as a point of reference, with all the same set-up of costs and decisions as in the past. At the time you take your own decisions, you can roll out your new ideas, concepts in full. The costs 'ratio's' are calculated automatically; you can not change them, and there is no need to calculate them yourselves. So, your team can focus on your new concept.
Following the Introduction to the Hotel? These were the ten most important pages. You are now ready to look at your tasks as new management.
Continue with Introduction_Game_play from the main menu (left).
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