Staffing and capacity don't match occupancy

Occupancy for the next two weeks is in the PMS, but the rota is built from last week's. Arrivals, half-board numbers and events never feed into it

Make the occupancy forecast and arrival list the starting point of every rota. One simple rule per department: this many guests, this many hours. It's a table, not a system

Labour costs are booked monthly and reviewed annually. No one notices that last week far more hours were worked than occupancy called for

Calculate staff hours per occupied room or per guest each week, per department. The moment the number is on the table, department heads plan differently — without any instruction

Kitchen, service, housekeeping and reception build their plans separately. On peak days some departments are overloaded while others could help out but aren't scheduled in

One shared weekly plan, one view of all departments, fix cross-departmental shifts on peak days in advance. Cross-training for two or three key functions

The team is large enough to run the busiest Saturday. Every other day it is too large. Flexible capacity — temps, part-time, a pool — is not used systematically

Base load with core staff, peaks with plannable flex capacity: part-time models, fixed temps with lead time, a local labour pool where possible. The question isn't "how many people" but "which hours"