According to the Industry of Choice Report,* a flexible schedule is one of the principle reasons why employees stay; conversely, they leave for better schedules.

When developing a strategy for flexible employee scheduling, remember:

* Make sure you have backup. Failure to schedule enough staff to handle the workload is a primary driver of dissatisfaction and one of the main reasons employees quit a job.

* Cross-training is key. Ideally employees should know each other’s jobs-day to evening shifts are interchangeable; a bartender can work the floor or vice versa-so when someone asks to switch, you’re covered.

* Being tuned in to employees enough to see if someone is especially tired or has had a bad day and then covering for them sends a powerful message and has a strong impact on their loyalty.

We’ve Got You Covered – Old Red Mill Inn, Williamsville, NY

Old Red Mill Inn has an on-call system for the dinner shift. A staff member volunteers to call at 4 P.M., or the restaurant calls them if they’re needed. “When people are sick, they don’t have to worry-we already have a replacement,” says GM Jenny Ferguson. “This is especially important for parents. If something happens to one of their children we can arrange coverage.” Jenny also builds overstaffing into the plan on Saturday nights because she can guarantee that by Thursday, someone will ask for the night off. “When they ask us, we can say yes and we’re their hero.”

Impact: Employees perceive this backup as a perk they won’t get anywhere else. Many tell Jenny that it’s the best job they’ve ever had because they’re treated as “human beings.”

Accommodating Employees – Restaurant Columbia, Easton, MD

In this tight labor market, Restaurant Columbia chef/owner Stephen Mangasarian says that it’s impossible for him not to factor in his employees’ lives outside of work-and he puts his money where his mouth is. For example, “Some of my back wait staff wanted to go to a prom. I adjusted my business to accommodate them by reducing the number of reservations that evening,” says Stephen.

Impact: Stephen says decisions like closing off part of the restaurant so employees can do something that’s important to them pays off in terms of their loyalty and respect. “Taking in less money one night is small change when you consider the goodwill it generates in my employees,” he says.

* A survey of more than 5,500 current and former foodservice employees nationwide sponsored by The Coca Cola Company in partnership with the National Restaurant Association’s Educational Foundation.