Many tourism and hospitality businesses within New Zealand will experience peaks and troughs, which can make finding or retaining staff a challenge.

Coffee Dojo, in Wānaka, is a great example of a business that manages staff exceptionally through both the quiet and busy times of the year and will retain staff for multiple years.

Owner, Bonnie Lam, says that the secret is as simple as treating your staff like you’d want to be treated…

Bonnie, can you please give us a rundown of your approach to staffing?

At the moment, we have eight staff members. Two are full-time; the rest work two or three days a week and they either study or do another job as well. One is a mother gradually returning to the workforce.

I don’t have a set formula. Some people want that security of hiring full-time staff only, but my main concern is hiring staff that are capable of doing the job – I wouldn’t hire below a standard that I would expect. I would rather close earlier, or close in the weekend, to ensure that I only have the best quality staff working.

I also have some temps that I can reach out to cover someone sick, or when we get really busy. For example, one is someone in full-time study; another is someone who owns his own business down the road, but loves helping us out when he can because he loves the culture here.

What qualities do you look for when you hire?

The most important thing to me is a good attitude. I would rather hire someone who is willing to learn, be adaptable, be positive and be a team player – who I can train – than someone with a bad attitude and years of experience.

How do you manage staff during peaks and troughs? How do they respond?

I am just honest with them. They understand that sometimes we need to work less when it’s quiet and that we need to up our game when it gets busier.

During the troughs, I might say “hey, look, we’re very quiet at the moment, what would you like to do?”. I might suggest that they go take on some training or use some holiday.

And because I like equality and ensuring that we work as a team, I will cut down my hours too. Some other employers will cut their staff first, to save their own hours.

During the peaks, I will rely on my staff to work; but I can also take advantage of my temps at these times.

How do you manage staff who want flexible hours?

We can be super flexible, but it needs to be a balancing act. It’s not all about one person, but the whole team. So, I will work with each individual on their individual needs and to try and create a steady roster that works for everyone.

Do you feel that your approach to managing staff has built loyalty?

I’d like to think so. Most of my staff, apart from seasonal staff, have been here for a very long time.

From the very start, at the interview, I tell them: "You need to work with me and I will work with you" and we then work as a team, as I’ve mentioned before.

You know, you can’t buy friendship. That’s my approach to staffing as well. I don’t want to just throw money at them, I want to work with them, I want to build a team, I want to help them grow in the industry. Whatever they want to do or achieve, I try to accommodate that.

Finally, what are your top tips to other employers managing staff through peaks and troughs?

Honesty: Honesty is the biggest thing. Have a chat to them and be open. In some quiet times that I’ve had, I’ve explained my situation to them and had a talk about it, person to person.

Consider their point of view: I always think back to when I was a staff member and how my employer treated me. What did I like? What did I dislike? What I wish they would have done?

Be a leader, not a boss: I don’t like that quote “do as I say, not as I do” because if you can’t do it yourself, then you shouldn’t be saying it to someone else. You need to be able to hold your own.

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