Custom-Designed Employee Work Schedules
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Here's my last 10-hour shift schedule post for awhile. This is another forum comment at 911Dispatch:
"I have 9 Full Time (1 position open for total of 10) Dispatcher's and I'm trying my hardest to get us converted to 10 hour shifts. I would prefer 12 hours shifts but management is against it still at this time. I only have 3 working consoles so I would need no more than 3 on at a time and I have 3 supervisor's to account for. Any examples or ideas are VERY WELCOME!! You can email me or respond on here. My email is xxxxx! Thanks in advance!"
1. Justification. A variable workload is the only way to justify a change to 10-hour shifts to management. There is no mention of a variable workload here; just a desire to get 10-hour shifts. If you want 10-hour shifts, you have to find a way to justify the change to management. The only viable argument is that it will help us to better match our coverage with the workload.
2. Coverage. Coverage requirements are the starting point for all schedule design. All this person mentions is the maximum coverage, not the minimum. With 10 employees and a little bit of built-in overtime, this group could have 2-person coverage for 18 hours a day and 4-person coverage (when the shifts overlap) for 6 hours a day.
3. Physical capacity limitations. But wait! They can't have more than 3 people working at the same time. Now they're up a creek. When 4 people show up for 6 hours every day of the week, they'll have one person doing nothing. That's a waste. I'm not sure about the 3 supervisors. Are they in addition to the 10 dispatchers? They could have up to 6 people working during the 6 hours of overlapping shifts, but only have 3 consoles. This would be a mess.
4. Supervision. Should I repeat all the problems that 10-hour shifts create for supervision? Like crewless schedules and the need for at least 5 supervisors?
5. Schedule format. This person never mentioned whether they had fixed shifts or rotating shifts. If they changed to 10-hour shifts, this might make a difference. To achieve 2-person coverage with 10-hour rotating shifts takes 10 people working an average of 42 hours a week. To achieve 2-person coverage with 10-hour fixed shifts takes 12 people working only 40 hours a week. This is one additional area they might have to make a sacrifice just to get 10-hour shifts.
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I was looking over my posts and realized that no one is commenting on them. Instead of ranting about topics I have a strong opinion about, I'd like to hear from you. What are you looking for? What is it that you need the most? Let me make a list of some of the possibilities:
Examples of schedules for different situations
Information about the advantages and disadvantages of different scheduling options
Criteria for selecting a new schedule
Scheduling tradeoffs, e.g., consecutive days of work vs. weekends off
Steps for implementing a new schedule
Discussion of common shiftwork issues (high OT, variable workloads, etc.)
Software recommendations and warnings
If you leave your contact information, I'll try to respond to everyone who leaves a comment. Thanks.
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Everyone seems to have a different opinion as to what constitutes a good shift schedule. For many people, the judgment is based solely on whether the schedule satisfies a single concern or preference, such as: (1) the desired shift length, (2) more weekends off, (3) a specific on-off work pattern, (4) no built-in overtime, or (5) coverage that meets or exceeds the minimum requirements.
The problem with such a narrow focus is that it often requires sacrifices in other areas of the business. These tend to be ignored or never acknowledged, as illustrated by the following examples:
Employees want management to adopt a 10-hour shift schedule because it will give them another day off each week. They don't realize that the organization would have to either increase the staff by 25% or reduce the coverage by 25%. The organization also would have to add one more supervisor, and the supervisors no longer would be working with the same crew at all times. In addition, the facility isn't large enough to accommodate the double coverage that would occur during the 6 hours a day that the shifts overlap.
The city council insists on a 24/7 schedule with no built-in overtime as a way to reduce expenses in the police department. They don't realize that this will require a larger staff. If the cost of the additional officers and their benefits is disregarded, the council members will think they made a wise financial decision. In reality, they increased the department's overall expenses as a result of the increased headcount.
Ideally, the search for a new schedule should consider the interests of all of the schedule's stakeholders (management, the union and employees). Establishing formal selection criteria to evaluate alternative schedules will force the organization to do this. It also will encourage them to set priorities and weigh the consequences. We recommend using the following criteria to ensure a comprehensive approach to the schedule selection process: (1) effectiveness, (2) efficiency, (3) sleep, and (4) employee satisfaction.
The next few blog posts will cover these four criteria and will show how they can be used to evaluate different scheduling options.
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Almost every week I'm contacted by police officers, sheriff's deputies, and patrolmen about 10-hour shifts. They believe that 10-hour shifts would benefit themselves and their fellow officers. I believe there are two reasons they think 10s would be an improvement over their current 8-hour schedule. I will take a closer look at each of these in an attempt to sort out the reality from the myth.
Time Off
In 24/7 operations, typical schedules using 8, 10 or 12-hour shifts provide the following number of days and weekends off:
Shift Length Days Off Per Year Max. Weekends Off
8-hour 91 25%
10-hour 146 40%
12-hour 182 50%
It is clear that 10-hour shifts offer more days off and more weekends off than 8s, but not as many as 12s. I believe that 10s are the most popular shift length because they offer more time off than 8s and they are seen as more tolerable than 12s. If the only objective was to maximize time off, 12-hour shifts would be the clear winner.
The key point that is often overlooked is absence coverage. With 8-hour shifts, absences are covered either by holding someone over from the previous shift or by splitting the vacant shift into two 4-hour components that can be covered by the preceding and following shifts. With 10-hour and 12-hour shifts, absences must be covered by calling someone in from a scheduled day off. Many law enforcement agenices have built additional coverage into their schedules to compensate for their high absence rates. But what happens if that extra coverage isn't available? Since 10-hour shifts will reduce the available coverage by at least 25%, there won't be any extra capacity to cover absences. So, instead of getting the expected 3 days off every week, the officers might only get 1 or 2 days off.
On/Off Work Patterns
The common perception of 10-hour work patterns is 4 days of work followed by 3 days off. In 24/7 operations, however, this pattern only works if you use 6 crews and fixed days of work. This requires a lot more staff, a backwards rotation, and fixed days of work. You can read more about this approach and its shortcomings here: http://www.shift-schedule-design.com/Blog?m8:post=problems-with-free-schedule-examples
The best 10-hour schedule for 24/7 operations uses 7 crews per shift or 21 total crews. There is no built-in overtime with this schedule. It also has the most attractive work pattern (4 or 5 consecutive days of work followed by 3 or 4-day breaks). The pattern can easily be adapted for use with either fixed or rotating shifts.
If you don't have 7 officers or a multiple of 7 (14, 21, 28, etc.) per shift, your 10-hour schedule will have shorter blocks of work (two to four days) and shorter breaks (one to three days). Many officers are disappointed when they see these patterns because there are so many one and two-day breaks. These patterns are especially unattractive to anyone who is expecting to consistently get 3 consecutive days off by changing to 10-hour shifts.
Organization and Supervision
Many 8-hour and 12-hour schedules use 4 squads. Squad members work the same shift(s) and the same days of the week. 10-hour shift schedules for small organizations (less than 50 people), rarely use squads. Some days, Officer A might be working with officers C and E. On other days, he or she might be working with officers B and D, or maybe with officers G and J.
With 8 or 12-hour shift schedules, each squad usually has a sergeant or corporal who acts as the team leader/supervisor. With 10-hour shifts, in order to ensure that a supervisor is always on duty, it's necessary to put them on their own, separate schedule. This means the officers will not always be working with the same supervisor after changing to a 10-hour shift schedule.
Conclusions
10-hour shifts provide more time off than 8-hour shifts, but not as much as 12-hour shifts. The extra days off may not be realized since some of them will probably be used to cover absences. Although the schedule will provide 3 days off for most weeks, they won't always occur on consecutive days. 10-hour shifts also will change the way the group is organized and supervised. Although 10-hour shifts are clearly more attractive than 8-hour shifts, they may not live up to the high expectations that many police officers have of them. I think the shift length debate among officers should not be 8s vs. 10s, but 10s vs. 12s.
Please check out my other 10-hour blog posts, especially 10-hour shifts and Police Management. Go to the search box and type in 10 hour shifts. You really need to educate yourself about this before making a choice you might regret.
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If you manage a business that is considering the idea of expanding to 24/7, you may be wondering how your employees will react to the change. You can expect most employees to focus on the loss of weekends off and the loss of overtime. This is despite the fact that they are already working every Saturday and some Sundays, and even though most 24/7 schedules have some overtime built into them.
Employee responses often depend on how the question is asked. If you simply ask whether they would mind working the weekends, you can expect the answer will be, "No way!" If the question is reframed to whether they would like 10% more pay and 78 more days off annually, you would probably get a completely different response. Responses also will be based on their specific concerns, such as the following:
Employees may not understand or appreciate the economic and competitive reasons for running the business 7 days a week. Larger organizations often prepare a business case that discusses reasons for the change. You may not need to be this formal, but you must clearly explain and justify the need for a 24/7 schedule. Lacking a compelling reason for making this change, employees will assume the worst. Management is doing this to get rid of people they don't like. Management doesn't care about the workers or their families. Management is doing this to bust the union. Management is doing this for their convenience, etc., etc.
Employees may be concerned about the unknowns of a new schedule. It's important to give them as much information as possible: days off, weekends off, maximum consecutive days of work, maximum consecutive days off, minimum consecutive days off, pay impact, paid time-off (vacations, holidays, bereavement leave, etc.) impact, and so on. They may need time to digest this information, so don't rush it. While there is no way to eliminate all the unknowns in advance, you should tell the workforce as much as you can. If you can know the absence rates and can estimate the overtime requirements, show them. If you are planning to change the vacation or holiday policies, let them know.
Employees may misunderstand 24/7 schedules. When told the company will operate 7 days a week, they mistakenly think they will have to work every day of the week. They may have friends who are shift workers who have told them horror stories about 24/7 schedules. You will need to show them several different schedule examples and compare the number of days off, weekends off, and pay vs. the current schedule.
I highly recommend following a strategic schedule selection process. I have described this process elsewhere on my website. Here's a link: http://www.shift-schedule-design.com/Schedule_Selection_Process.
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When managers need a new shift schedule for their group, they usually start by searching the Internet for:
Free examples of popular schedule patterns (e.g., 2-3-2, DuPont, or 4-on-4-off)
Information about certain shift lengths (e.g., 10-hour or 12-hour shifts)
In larger organizations (50+ employees), this is not the best approach because:
They are not involving the employees. The best way to gain support for a new schedule is to involve employees in the selection process.
They are not considering multiple options. Employees will view the schedule as something forced on them by management.
They often fail to revise the organization's pay-related policies to match the new schedule. This can be a costly mistake.
In smaller organizations (<50 employees), this is not the best approach because:
The schedule may not be a good fit with their staff size. Most schedules rely on 4 crews. When organizations have a staff that's not a multiple of 4, the four crews won't be the same size which means the coverage will be inconsistent.
The schedule may not match their workload distribution. Most popular schedules assume constant coverage around-the-clock. If the workload is lighter on the night shift or on the weekends, the shifts will be overstaffed. Scheduling people to work when they aren't needed is an expensive way to use personnel.
The schedule may not make the most efficient use of their resources (staff and overtime).
They are not considering different approaches or options.
The schedule may be intended for a different overtime/pay week.
So why do they do this? I believe there are four reasons:
They forget that the true purpose of a schedule is to deploy the staff effectively and efficiently, not to force the organization to adapt to a popular work pattern.
They don't realize the value of a schedule that is matched to their specific resources and requirements.
They aren't aware of the importance of involving employees in the selection process.
They don't understand the value in paying for scheduling help.
Custom-designed schedules from Shift Schedule Design are matched to the organization's staff size, business requirements, and schedule preferences. This means you get:
Benefits. Make optimal use of your resources:
Match the coverage with the workload during all your hours of operation.
Consistently achieve or exceed the minimum coverage requirements.
Make the most efficient use of your staff and overtime.
Increase employee satisfaction by maximizing weekends off.
Quick turnaround. Get multiple options in 2 days or less.
Money-back guarantee. If you can find a better schedule in the following year, we'll refund your money ("better" is defined as meeting all four of the above criteria).
What you avoid. Hours or days spent searching for free schedules. Forced to choose from only one or two options. Schedules that don't deploy your employees effectively. Schedules that increase operating costs by not using your resources efficiently. Schedules that don't maximize weekends off.
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Over the past couple of weeks, I've had requests from several managers of small groups (5 or 6 people) for help in finding a 24/7 schedule. In most cases, the groups consisted of supervisors rather than workers. They wanted 8, 10 or 12-hour shifts, and they were open to either fixed shifts or rotating shifts.
The managers wanted to see what the different options looked like so they could choose the one that appealled to the most people. I explained that this was not the best way to search for a schedule. The starting point should always be the business requirements. You want to make sure there is adequate coverage and that it matches the workload. You also want to use the resources (staff and overtime) efficiently. Schedule attractiveness can only be pursued after the business requirements are satisfied.
If I assume that these groups needed 1-person coverage on a 24/7 basis, this is what they would see with the six different combinations of shift length and format (fixed vs. rotating shifts):
8-hour Rotating Shifts
1-person coverage requires 4 people working an average of 42 hours a week. With a staff of 5 or 6, they would have 1 or 2 "extra" employees. This extra capacity could be used to increase the coverage, reduce the average hours of work, or to build relief coverage into the schedule to cover absences. The biggest downside is that the schedules are miserable for the employees.
8-hour Fixed Shifts
1-person coverage requires 6 people working 40 hours a week (2 people per shift). There would be 3 days a week in which both employees on a shift would be working, so this is something to keep in mind if there isn't enough room for 2 people at the same time. There would be no extra capacity with this type of schedule. Although not as efficient as 8-hour rotating shifts, they are a little better for employees.
10-hour Rotating Shifts
10-hour shifts always require the most personnel because the group is working 30 hours a day (three 10-hour shifts). I only recommend using 10-hour shifts if the group can take advantage of the 6 hours of overlapping shifts that could be matched to the group's busiest time of the day. 1-person coverage requires at least 5 people working an average of 42 hours a week. If there were 6 employees, this would leave 1 extra. This extra person could be used to increase the coverage on one shift or to build relief coverage into the schedule to cover absences. Even though employees get one more day off each week (as compared to 8-hour schedules), the work patterns aren't that attractive, i.e. quick rotations and lots of 1 or 2-day breaks.
10-hour Fixed Shifts
1-person coverage requires at least 6 people working 40 hours a week (2 people per shift). There would be 1 day a week in which both employees on a shift would be working. During the 6 hours of overlapping shifts on the overlapping day, there would be 4 people at work. If this exceeds the physical capacity of the site, this would not be a good choice. As with fixed 8-hour shifts, there would be no extra capacity.
12-hour Fixed or Rotating Shifts
1-person coverage requires only 4 people working an average of 42 hours a week. With a staff of 5 or 6, they would have 1 or 2 "extra" employees (the same as 8-hour rotating shifts). This extra capacity could be used to either increase the coverage, reduce the average hours of work, or to build relief coverage into the schedule to cover absences. Despite the long days of work, most employees prefer these patterns since they offer twice as many days off and up to half the weekends off.
Summary
Rather than looking for examples of every possible combination of shift length and format (fixed vs. rotating shifts), these groups should first decide what is most important to them:
Increased coverage. Does the group need more than 1-person coverage for part of the day or during certain days of the week? If so, the desired coverage levels should be the starting point of the schedule search since several options (as pointed out above) have no extra capacity to increase the coverage with.
Reduced work hours. Some groups avoid overtime like the plague. They will do anything (including hiring one or two extra staff) so they never have to work more than 40 hours a week. Even though I have argued repeatedly that this is not the best financial approach, many organizations still think the schedule should never have overtime in it.
Relief coverage. If increased coverage isn't needed, any extra capacity can be used to create relief coverage, i.e. time in the schedule available to cover absences. This will reduce the need to cover absences with overtime. Relief coverage works best with rotating shifts since it can be used to cover absences on any shift. With fixed shifts, you would need to build relief coverage into each shift's schedule, so it will require more staff.
Once the priorities are clear, this will narrow down the feasible approaches. There are too many possibilities to discuss here, so if you need more help, please let me know.
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I just finished designing a set of shift schedules for a senior living facility. They needed 1 person working for 8 hours (day shift) and 2 people working for the next 8 hours (afternoon shift) throughout the week.
This amount of coverage requires at least 4 employees working an average of 42 hours a week. But, in this case, the manager wanted his employees to have every other weekend off.
To achieve that much time-off in a 24/7 operation, I would normally recommend 12-hour shifts. But this facility only needed coverage for 16 hours a day, so 12-hour shifts would not be a good fit. The only other solution would be to increase the staff size.
I decided to show the manager schedules for 4, 5, and 6 employees. This way I was able to show how the different staffing levels affected his goal of having every other weekend off. If he wanted to hire more staff over time, he had schedules for each level of staffing.
For each staff size, I created 2 patterns: one with lots of consecutive days worked (7 or 8) and one with few consecutive days worked. All of them had the same number of weekends off, but fhe former had longer breaks and longer weekends off (3 and 4 days). This way the employees could compare the two to decide which one they preferred.
Custom-designed schedules illustrate different approaches for reaching your goals. They can help with staffing decisions and with obtaining employee buy-in for a new schedule. Seeing actual examples of the different approaches supports making superior workforce decisions.
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When companies expand from working 5 days a week to 7 days a week, they start by having the current employees work overtime on the weekend. Over time, however, management faces a tough choice:
Continue to rely on weekend overtime. To avoid alienating the current workforce, management can continue relying on weekend overtime to meet demand. Unfortunately, the situation will eventually become worse with excessive costs, lower productivity, quality and safety issues, and personnel problems such as increased absenteeism and turnover. By the time management realizes this, employees will have become addicted to the overtime and it will be difficult to change anything.
Hire a weekend crew. The company can keep the current employees on their Monday through Friday schedule and hire new employees for a weekend crew. Because it's difficult to find and retain good part-time employees, companies usually hire a full-time weekend crew that works 12-hour shifts on Friday, Saturday and Sunday. Double coverage every Friday is expensive. So is the common practice of paying the weekend crew for 40 hours instead of the 36 hours they actually work. Less experience on the weekend crew results in lower productivity. Personnel that work weekends often do so to get their foot in the door. After a year or more of waiting to be hired, they may get frustrated, leading to increased turnover and absenteeism. You can read more here: https://www.shift-schedule-design.com/Blog?m8:post=weekend-crews.
Adopt a 24/7 schedule. While the two options discussed above minimize the impact on the current workforce, they have some serious disadvantages. They might be safe from a labor relations perspective, but the cost can be considerable. The best way to avoid those costs is to adopt a 24/7 schedule. I've previously recommended a process to follow: https://www.shift-schedule-design.com/Schedule_Selection_Process. I've also discussed incremental steps to take: https://www.shift-schedule-design.com/Expand_from_5_to_7_Days. For examples of different 24/7 schedules, please check this out: https://www.shift-schedule-design.com/Schedule_Examples.
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Search for information about 24/7 schedules and you'll find multiple websites showing examples of popular work patterns, e.g., Continental, Pitman, DuPont, 6-on-3-off, 4-on-2-off, etc. You get the impression that these schedule templates are good for any group that works around-the-clock. All you need to do is choose the option you like best.
This is highly misleading. There are three reasons why:
Coverage. Smaller organizations rarely need the same number of people working at all times. Yet the free templates found on the Internet produce constant coverage on a 24/7 basis. The primary reason you have a schedule is to match the coverage with the workload, so why would you want a schedule that doesn't do that? It would be a huge waste of your resources.
Staffing. Each template works best with a specific number of crews (usually 4). If your staff size isn't a multiple of this number, the crews will not be the same size which will result in uneven coverage. Another staffing issue has to do with schedule attractiveness. Some templates look great, but require way more employees than other, more efficient patterns. Don't get seduced by a schedule's attractiveness.
Pay Week. Each template works best for a certain overtime / pay week, e.g., Sunday to Saturday. Some schedules can be modified, but some can't. This can result unbalanced work week hours and in the loss of weekends off for employees.
So, if looking through popular work patterns is not a good way to find a new 24/7 shift schedule, what's the best approach?
You should always start with the workload distribution and the associated coverage requirements. How many people do you need at work on each shift? Does this stay the same all week?
When we design schedules, we compare the coverage requirements with your staff size and the average hours worked each week to determine what is feasible. Sometimes, overtime may need to be built into the schedule to avoid gaps in coverage. Occasionally there may be more staff than necessary, so we'll show you different ways to utilize these "extra" resources.
We then evaluate your schedule preferences to see if this creates any problems. If the resources are adequate for the coverage and scheduling preferences, we start the actual shift schedule design. Often, we can apply common scheduling patterns as a starting point, and modify them to fit your unique circumstances.
We create several different shift schedule options to show you the range of possibilities, such as the number of consecutive days worked, different shift lengths, relief coverage, and so on. The goal is to satisfy your specifications and explore possibilities you may not have considered.
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