Been plaguing my mind how to tie in family commitments and physiotherapy lately. They have about as much contrast as oil and water; the two don't mix, no matter how much you shake them. But I think I may have found an avenue...
Ergonomics physiotherapy is the subdivision that specialises in consulting, design work and policy formulation for organisations with the aim of reducing risks associated with workplace injuries. Rather that intimate dealings with a single client, ergonomics physiotherapy handles discrete populations with the aim of injury prevention, rather than rehabilitation.
It's not my ideal fit, given that the blood, sweat and tears I have invested in my own work experience (Greenslopes, private extracurricular placements, sports first aid) reflect a primarily musculoskeletal tract. It will, however, permit me to pursue design work related to construction work. Fantastic!
Oh, and the pay isn't half bad, either.
Yet another plan to place at God's feet. I hope He doesn't mind the clutter ^^
teDDe~
Monday, June 29, 2009
Monday, January 12, 2009
Employment Initiatives
These are some harsh economic times we live in, currently. Certainly the harshest I have ever seen in my miniscule lifetime, and probably not the last time things will dip this low.
In times of great trials, great leaders rise. This adage is normally applied to individuals pushing significant reform, but I wish to extend the context here to organisations promoting alternative career paths that maintain job security despite prevailing conditions. Surely to their employees, these companies would be THE heroes, right?
I was reading today that luxury carmaker, Lambhorghini, has written in several initiatives into its long-term plan in order to cope with the expected downturn in sales brought by the global financial crisis(GFC). Key among these is the introduction of flexible working works which employees have the option of converting into training and qualification projects. A smart move, given that less labour will be required in manufacturing and fabrication in the short term. And prudent as well, given that an upskilled workforce will be the first mover at any hint of a recovery.
After some careful days reacquainting myself with the processes at WeRInn, I have developed a certain level of appreciation for the... haphazard way in which day does things. A common criticism from his siblings and hotel staff is the spontaneity with which he makes decisions, making it exceedingly difficult to account for all the inflows and outflows of the business. While I do agree with them, I recognise that, fundamentally, the more a process is officiated, the greater the inflexibility of the structure. As hotels have a very high turnover, the ethical obligations of administering and enforcing more articulated staff roles and responsibilities can negatively affect the cost-benefit analysis of intervention until management of the hotel no longer becomes sustainable.
Enough with hypothesising - let's try and put some numbers to quantify what i'm talking about. The hotel operation run at roughly 30 staff per day, with each staff working 9 hours for P200 (i'm guessing). The P200, covers all the duties expected of hotel staff, including but not limited to cleaning, cooking and administration. On top of this, a further 10 tradesmen are employed, presumably at the same rates. Their duties encompass the manufacturing or repair of items related to the hotel and commercial business. Therefore, total wages outflow for a single day may be in the range of P8000 (P56,000/week), assuming everything runs to plan.
Ethically, when employed under a certain set of conditions, a staff who is asked to function outside of their area of employment should be entitled to 'pro-rata' rates or at least given a choice of working alternatives should the pay level be the same. Remember, I'm treating this as a business and not relying on a favours/gratitude system. If, for 2 days per week, an increase in hotelling dutie means that the 10 staff who work in trades have to be 'reconfigured' to assist with hotel duties, then their wages should reflect the change of circumstances. Say, a modest P50 per day that these 'additional' duties are placed on them, making that +P1000/week. Also, if for 2 days a week, half the staff are required to work overtime because of increased hotel burden, then assuming (+4 hours x 2 days x 15 staff x P160(P40/hr OT) the previous figures, that makes +P19,200.
So, with a P56,000 wages cost base, we can add up to P20,200 or +36%, accounting for fluctuations inherent to the business. Ouch! And that is for wages alone.
The dynamic nature of running a hotel, which itself is highly dependent on marketing (in competitive conditions), tourism demand and the prvision of essential amenities seems to suggest to me that an efficient hotel is also a hotel withOUT too many rules. I never thought I'd say that, but, for Davao, Philippines at least, that seems to be how it works.
I shall be investigating the situation more.
In times of great trials, great leaders rise. This adage is normally applied to individuals pushing significant reform, but I wish to extend the context here to organisations promoting alternative career paths that maintain job security despite prevailing conditions. Surely to their employees, these companies would be THE heroes, right?
I was reading today that luxury carmaker, Lambhorghini, has written in several initiatives into its long-term plan in order to cope with the expected downturn in sales brought by the global financial crisis(GFC). Key among these is the introduction of flexible working works which employees have the option of converting into training and qualification projects. A smart move, given that less labour will be required in manufacturing and fabrication in the short term. And prudent as well, given that an upskilled workforce will be the first mover at any hint of a recovery.
After some careful days reacquainting myself with the processes at WeRInn, I have developed a certain level of appreciation for the... haphazard way in which day does things. A common criticism from his siblings and hotel staff is the spontaneity with which he makes decisions, making it exceedingly difficult to account for all the inflows and outflows of the business. While I do agree with them, I recognise that, fundamentally, the more a process is officiated, the greater the inflexibility of the structure. As hotels have a very high turnover, the ethical obligations of administering and enforcing more articulated staff roles and responsibilities can negatively affect the cost-benefit analysis of intervention until management of the hotel no longer becomes sustainable.
Enough with hypothesising - let's try and put some numbers to quantify what i'm talking about. The hotel operation run at roughly 30 staff per day, with each staff working 9 hours for P200 (i'm guessing). The P200, covers all the duties expected of hotel staff, including but not limited to cleaning, cooking and administration. On top of this, a further 10 tradesmen are employed, presumably at the same rates. Their duties encompass the manufacturing or repair of items related to the hotel and commercial business. Therefore, total wages outflow for a single day may be in the range of P8000 (P56,000/week), assuming everything runs to plan.
Ethically, when employed under a certain set of conditions, a staff who is asked to function outside of their area of employment should be entitled to 'pro-rata' rates or at least given a choice of working alternatives should the pay level be the same. Remember, I'm treating this as a business and not relying on a favours/gratitude system. If, for 2 days per week, an increase in hotelling dutie means that the 10 staff who work in trades have to be 'reconfigured' to assist with hotel duties, then their wages should reflect the change of circumstances. Say, a modest P50 per day that these 'additional' duties are placed on them, making that +P1000/week. Also, if for 2 days a week, half the staff are required to work overtime because of increased hotel burden, then assuming (+4 hours x 2 days x 15 staff x P160(P40/hr OT) the previous figures, that makes +P19,200.
So, with a P56,000 wages cost base, we can add up to P20,200 or +36%, accounting for fluctuations inherent to the business. Ouch! And that is for wages alone.
The dynamic nature of running a hotel, which itself is highly dependent on marketing (in competitive conditions), tourism demand and the prvision of essential amenities seems to suggest to me that an efficient hotel is also a hotel withOUT too many rules. I never thought I'd say that, but, for Davao, Philippines at least, that seems to be how it works.
I shall be investigating the situation more.
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