Corporate managers used to track stores through weekly or monthly sales records, phone calls, and in-person visits. Today, software creates near-constant – but not necessarily meaningful – communication between store managers and their senior corporate counterparts.
Metrics like “sales per hour,” which captures a store’s sales revenue per labor-hour, now drive moment-to-moment corporate decisions about staffing. These just-in-time scheduling practices try to match the sales volume to workers on the clock at any moment.
The goal is to minimize labor costs. Yet, the result may not be higher profits.
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