For most of my career, I was tasked with creating schedules for whichever organization I was a part of. From that, I learned many lessons … usually the hard way. A schedule is a compromise between the needs of the organization and the needs of the associate. If done fairly, consistently, and with a degree of accommodation, schedules can be made to work for almost everyone. What follows is a compilation of some lessons and tips for scheduling that work.
“Changing people’s schedules is the one thing I know that will unite the staff … into hating the person who does the schedule.”
Scheduling fundamentally affects people’s lives, their work, their families, their friends, when they can do things, and when they cannot. It is no wonder that people don’t like some things about the schedule that exists or when it changes.
CONSIDER THE FOLLOWING:
- People like to know their schedules as far in advance as possible. Always remember that your associates work to live, not the other way around.
- When you are going to make a structural or major change to the schedule, try to give at least 30 days notice, preferably 60 days. Associates may have other responsibilities, such as daycare issues, children’s’ sports and activities, or their partner’s schedules to interconnect.
- When possible, if you give someone a Saturday off, give them Sunday off as well. Having only Saturday off makes it impossible to plan activities for the weekend – your associates will appreciate this consideration.
- If someone has a weekend off, try to allow them to finish early on Friday and certainly do not schedule them to work Friday night.
- When an associate has a weekend off (and it is possible), schedule them for the Monday night shift.
- Where possible, try to balance the number of weekends, evenings, and day shifts in a rotating schedule among similarly skilled associates.
- If someone calls in sick, thank them for letting you know as quickly as possible so coverage can be arranged.
- NEVER, EVER make someone who is sick have to arrange coverage for themselves. Having a policy that forces associates to do this only adds unfair stress and will likely result in more associates becoming ill as the associate may have no choice but to work while they are ill.
CLARITY AND UNDERSTANDING:
- All associates need to understand from Day 1 what the schedule will hold for them. In a retail organization, everyone should expect to be available for any shift possible, including days, nights, and weekends. A rotating schedule includes the good shifts and the bad shifts. For example, all of the associates and managers should expect to work 3 or 4 Saturdays and two of 4 Sundays in a rotating retail schedule.
- The needs of the organization are a priority and should be addressed first; however, every effort should be made to make the schedule as fair as possible for the associates.
- Ensure that all associates understand that shifts may have to change for vacation coverage, illnesses, and unexpected circumstances and that their assistance is appreciated. When possible, ask instead of tell and always make sure that associates who accommodate the changes are thanked. On very rare occasions, it may be necessary to make changes without consent; when that happens, ensure that the circumstances are fully explained to the associate(s).
- Within the construct of a rotating schedule, personal accommodation is possible. For example, ask your associates: a) Do they prefer to have two days off in a row? b) Do they care about working weekends? c) Is there a night or nights that they would prefer to work if possible? in addition d), are they involved in any community activities (such as coaching minor sports) that need to be put into consideration when creating a schedule?
- PAY PEOPLE IF THEY HAVE TO STAY LATE. Many organizations have payroll systems that work in quarter hours. If your associates work six extra minutes, pay them for the full quarter hour – whatever savings you would make if you didn’t do this would be more than offset by the resentment and bad feelings that would occur.
- Switching shifts has to be approved and the associates involved should both be aware of the change. If an associate wants to switch shifts, ensure that both associates understand that the company shouldn’t go into an “over-time” situation without authorization.
- No schedule will ever be perfect; by their very nature, they are compromises. I encourage you to try to do your best, encourage people to try the new schedule, and be open to adjustments if necessary.
FAIRNESS:
- All associates and managers should work a similar type of schedule. Asking associates to work a schedule that makes life difficult is going to cause resentment if managers do not have to follow a similar schedule.
- Exceptions to a balanced rotating shift are possible, providing everyone works under the same understanding and as long as it is fair. For example, if one associate wants to work every weekend, then they might get more multiple days off together during the week than other people who may not want to work every weekend. Ensure that all associates understand why accommodations are made.
- When running an event that requires “all hands-on deck,” make sure your associates get alternate days off that work for them. Ideally, give them a selection of alternate days.
- If your organization is open on Statutory Holidays, ensure that you comply with your local laws and be completely transparent with your associates. As with the previous point, help them find alternate days off that they want rather than simply arbitrarily assigning them a day.
- Try never to have anyone work more than five days in a row.
- Try to balance the number of opening, closing, and swing shifts equally.
VACATIONS:
- Vacation requests should be given approval on a first-come, first-serve basis, not based on seniority.
- Everyone needs to understand that only so many people can be off at a time; some requests may not be approved.
- When an associate asks for vacation time, ensure they get a response within 24-48 hours from the time of the request.
There is a reason why good organizations refer to their people as associates rather than employees. Dignity, respect, and compromise are the hallmarks of great organizations. It is not always possible to make everyone completely happy with their schedule. If the associate knows that the organization respects them, is fair, and makes every effort to accommodate their needs whenever possible, then the associate is far more likely to have better morale and to be a contributing associate.
Good luck,
Paul.