Why? Focusing on work patterns or schedule templates does not address the primary purpose of the schedule, namely to match the coverage with the workload. Since most police departments don’t have steady work volumes, it’s essential that the schedule reflect this. The ideal schedule will produce higher coverage when the group is busiest and less coverage when it’s not.

So how do you accomplish that? Here’s an example of how I approach the design of police schedules.

Background

A small police department contacted me for help with their schedule. They had 15 officers and wanted to adopt 10-hour fixed shifts.

Hourly Workload

My first step was to gather information on the work volume by time of day. The Chief gave me a table showing the number of incidents over the past year. I calculated the averages for each one-hour period of the day, which are shown below.

This department is busiest from 12 noon to 7 p.m. and slowest from 3 a.m. to 7 a.m. Given their limited budget, I decided to only show them two different approaches:

• Approach #1: two 12-hour shifts with one 8-hour overlay shift from 11 a.m. to 7 p.m. - which increases coverage on their busy period
• Approach #2: four 10-hour shifts - so the overlaps run from 11 a.m. to 3 a.m. - which reduces coverage on their slow period

Daily Workload

The next step was to see if the workload varied from day to day. Here are the average number of incidents that I calculated from the Chief’s data.

The daily variations were nowhere near as large as the hourly variations, suggesting that steady coverage throughout the week would be okay. In many police departments, Friday and Saturday are often busier and therefore warrant custom-designed work patterns featuring higher coverage on those two days. That was not the case for this client.

Shift Assignments

I allocated the 15 officers to the shifts as follows:

• Approach #1 (8&12-hour shifts):
  • 12-hour day shift = 6
  • 12-hour night shift = 6
  • 8-hour overlay shift = 3
• Approach #2 (10-hour shifts):
  • First 3 shifts = 4 each
  • Last shift = 3

Schedule Details

For each approach, I created 2-3 options showing different work patterns. I’m skipping all the schedule details, like shift start/end times and work patterns, and jumping to resulting coverage, since these are only applicable to this particular situation.

Coverage

Conclusions

By starting the schedule design process with the workload (rather than desired shift lengths or popular schedule patterns), I identified two approaches that would match the coverage with the workload. After allocating the staff to the shifts, I generated a few different work patterns so the organization could evaluate the trade-offs and choose the one that most people preferred.

Had the Chief kept their existing 8-hour work pattern, the coverage would have varied between 3 and 4 people around the clock. Had he found a 10-hour work pattern using just 3 shifts, the coverage would have varied between 2 and 3 people. Would they have been happy with these? Maybe - not knowing that superior options were out there. 

By hiring me, they not only discovered different approaches, but also were given alternative patterns for each approach. They were able to show these options to the officers, so they could voice their opinions and secure a more widely acceptable solution. The organization got a more effective schedule and the officers appreciated being involved in the schedule selection process and the opportunity to choose from multiple options.

• Coverage. Many organizations don’t need the same number of people working at all times. Yet the free templates found on the Internet produce constant coverage.
  
  
• Staffing. If your staff size doesn’t match the number of crews in the schedule, this will result in uneven coverage. Although a template looks attractive, it might require more employees than other, more efficient patterns.
  
  
• 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 a loss of weekends off for employees.
  

So, if popular work patterns aren't always the best 24/7 shift schedule, what should you do? Here are the steps we follow:

• Start with the workload and coverage requirements. How many people do you need at work on each shift? Does this stay the same all week? This is the starting point for all schedule design efforts. 
   
• Do you have enough staff? Overtime often may need to be built into the schedule to avoid additional hiring. If there is more staff than necessary, we'll show you different ways to utilize them.
  
  
• We then evaluate your schedule preferences to see if they're feasible. If the resources are adequate, we start the actual shift schedule design. We always try to show you multiple approaches as well as multiple patterns for each approach. The goal is to satisfy your specifications and explore possibilities you may not have considered.

Don't be fooled by free schedule templates. Yeah, they're cheap and look appealing, but they're not necessarily going to make the best use of your staff. And they may not give them as many weekends off as other approaches. Please check with us first. You and your employees will be glad you did.

Here are links to articles I've written about 12-hour shift schedules:

1. 12-hour shifts

2. 12-hour shifts in smaller organizations

3. Are 12-hour shifts too long?

4. 12-hour shift schedule considerations

5. Matching 12-hour shifts to your workload distribution

6. Mixing 8-hour and 12-hour shifts

7. 12-hour shift schedules with no overtime

8. Covering absences with 12-hour shifts

If you are looking for examples of 12-hour schedules for 24/7 coverage:

1. Package of ten different 12-hour rotating shift schedules

2. Package of ten different 12-hour fixed shift schedules

If you have any of these conditions, you will need a custom-designed schedule:

1. Your company's hours of operation are less than 24/7

2. Your coverage varies by day of the day, e.g., 4-person coverage on weekdays and 2-person coverage on weekends

3. Your coverage doesn't vary in 12-hour increments, e.g., you need 4-person coverage from 6 a.m. to 10 p.m. and 2-person coverage from 10 p.m. to 6 a.m.

Request help with a custom-designed schedule

I'm sure this happens all the time. This guy was brave enough to say what all the others were probably thinking: "Why pay, when you can find schedules online for free." They just don't see the value in paying for professional scheduling assistance. They think they can either figure it out themselves or find schedule examples on the internet.

While it's possible to find schedules on the internet, rarely are they matched to the staff size, coverage requirements, scheduling approach, or pay week. That means the schedules won't work properly and the users will have to live with sub-standard results. Worst of all, they'll never realize that they could've had something far better.

So how do I communicate the value of professional scheduling help? I can't compare my recommended schedules with whatever they came up with. If people are willing to live with a schedule that doesn't produce the right coverage or doesn't provide something attractive for the workers, how can I convince them that spending $150 or $300 would have avoided these problems. 

I've been charging the same prices for over 20 years now. And my clients tell me they love what they got. They especially like the fact that they got multiple options and approaches to compare them and weigh the pros and cons. If you want to see the best possible schedule with more than one pattern, and you're willing to pay a small fee, please contact me. Here's a link to a form that has all the questions I'll need answered.

CONTACT US

You search for "free schedule templates." You get page after page of websites that sell scheduling software or offer blank forms and formatted spreadsheets. Some feature common work patterns for 8, 10 or 12-hour shifts. The question is: will any of these schedules work for you?

The best work schedules must be designed around specific staff sizes and pay weeks. If you don't have the same parameters as the free template, you could end up with coverage that is inadequate or inconsistent from day-to-day, unnecessary overtime, and fewer weekends off.

Yes, you can make some of these schedule templates to work for you. It could be as simple as changing the days of the week to match your pay week. In some cases, you might have to tweak the work pattern to make it work properly. And sometimes, nothing will help. For example, how do you use a pattern intended for 4 crews when you have 11 employees or how do you use a 12-hour shift schedule when your coverage varies in 8-hour increments or you need different coverage on the weekends? 

Wouldn't it be better to find schedules matched to your unique circumstances? We think so. That's why we custom-design schedules around your requirements and preferences. We also show you alternative approaches/options so you can compare them and let your employees debate the pros and cons of each one.

Don't pick a template just because some other company is using it or a few employees recommended it. It might be free, but it could cost you a bundle (though you'd never realize it). Get started today with schedules designed by an expert. Schedules that are matched to your situation. Schedules that make optimal use of your staff and offer maximum weekends off. Click on the link below:

CONTACT US

If you ask a group of shiftworkers to describe their ideal shift schedule, you'll probably hear statements like these:

• “Monday through Friday with 8-hour day shifts.”
• “Monday through Thursday with 10-hour day shifts.”
• “Thursdays only -- so I can pick up my check.”
• “I’ll just stay home, and you can mail me the check!”

These statements illustrate how much value shiftworkers place on their time-off. In fact, if compensation is unaffected, time-off is the shift worker’s primary consideration when comparing alternative shift schedules. Having adequate time-off allows them to have a life outside of work, i.e. the ability to balance their lives at work with their lives away from work.

There are four types of time-off that employees consider when evaluating a shift schedule:

• Weekends off
• Total days off
• Daily time off
• Consecutive days off

We will examine the schedule attributes that drive these four different types of time-off, supplementing this discussion with statistics from our surveys of over 20,000 shiftworkers working 24/7 schedules.

Weekends Off

Of the four types of time off, the number of weekends off is the usually the most important. The desire to increase the number of weekends off is a common reason for adopting longer shifts. The graph below shows the maximum number of full weekends off (Saturday and Sunday together) per year that are possible with 8-hour and 12-hour shifts (13 versus 26 weekends off).

Of course, the actual number of full weekends off depends on more than just shift length. Other factors include the number of consecutive days worked, the pattern of on-off work days, the amount of overtime, and the day the pay week begins. But, as a general rule, longer shifts will enable workers to get more full weekends off.

A key consideration with weekends off is predictability. Most shift workers (82% in the survey database) are willing to work their fair share of weekends. They simply want sufficient advance notice and no last-minute changes. This allows them to make plans for the weekend and not have to worry about getting an unexpected weekend assignment.

Total Days Off

Many shift workers also favor schedules that offer more total days off overall. As shown in the chart below, 12-hour shifts provide twice as many days off each year (compared to 8-hour shifts) for the same number of hours worked each week (182 days off versus 91 days off). 

The substantial increase in days off is one of the reasons three-quarters of all shift workers prefer to work longer shifts. This is shown in the chart below:

Daily Time-Off

The third type of time-off is the number of hours off on the days of work. As seen in figure above, a quarter of the shift workers prefer shorter work days even though they would have to work more days a week. Shiftworkers who are older, have childcare concerns, are going to school, have second jobs, or participate in other non-work activities on workdays often prefer 8-hour or 8&12-hour shift schedules so they can have more “free” time each day.

Consecutive Days Off

The fourth type of time-off is the number of consecutive days off in the schedule. In the figure below, you can see that most shift workers prefer to work several days and then take a long break, i.e. get more consecutive days off. In general, there are two ways to get more consecutive days off. One way is to work 12-hour shifts. The other is to work longer stretches of days in a row.

With 8-hour shifts, a schedule that is based on working 7 shifts in-a-row can offer up to one 4-day break every month. With 12-hour shifts, a schedule that is based on working 3 and 4 shifts in-a-row can offer up to a 7 or 8-day break every month.

Discussion

It is clear that shift workers place a high value on their time-off. This is what enables them to reach a balance between work and their personal lives. What is not clear, however, is which type of time-off the schedule should emphasize. Should the schedule have 12-hour shifts to provide more weekends off and more total days off? Should the schedule mix 8-hour and 12-hour shifts to satisfy both those who want more weekends off and those who want more time off each day of work? Should it have longer stretches of days worked in a row to provide more consecutive days off?

While recognizing that each work site will have its own unique set of preferences, our surveys offer some additional insight into this dilemma. With each of our clients, we show the workers several different schedule options that satisfy the client’s business coverage requirements. By educating employees about the various possibilities, we enable them to make more informed choices from the schedule alternatives.

The options we show employees typically include one or more 8-hour, 10-hour (infrequently because they are not a good match with most 24/7 operations), 8&12-hour, and 12-hour schedules. Although the schedules for each shift length may differ from site to site, the results indicate a much stronger preference for schedules that incorporate 12-hour shifts.

Summary

When managers face the possibility of changing shift schedules, it is beneficial to be familiar with the schedule features that offer employees the best opportunities for work/life balance. This doesn’t replace the need to survey the workforce to determine their unique schedule preferences, but it does provide insights that will be valuable during the change process.

Although 75% of the shift workers would rather work longer shifts in order to get more days off, this does not always mean that 12-hour shifts are best. Some workers place a greater value on the hours off each day instead of the number of days off each week. Other schedule features such as the number of consecutive days of work are equally important in helping some individuals realize the type of time-off they prefer. Despite these qualifications, 12-hour shifts are clearly a favorite, gaining the highest ratings at nearly every organization we’ve worked with.

We showed employees examples of 24/7 schedules using different shift lengths and asked them to rate the different shift lengths. Here are the results:

Ratings definitions:

     5 = I like it a lot

     4 = It has potential to be good

     3 = Neutral or not sure

     2 = It doesn't look promising

     1 = I don't like it

Are you surprised? If you simply asked your employees whether they wanted 8-hour or 12-hour shifts, you'd probably hear 80% saying they'd prefer 8-hour shifts. But if they saw the actual schedules, 12-hour schedules would likely come out on top. So please don't fall into this trap of thinking your group doesn't want 12-hour shifts. You have to show them actual schedule examples so they can make a truly informed decision.

The same goes for 10-hour shifts. Not only are the 10-hour schedules less attractive than the 12s, but you run into a bunch of problems. I've written many, many articles about this. Please do a search on this website for 10-hour shifts if you want to read a few of them.

In addition to more days off, employees also tend to prefer longer breaks between work days. Here are more results from our surveys of shiftworkers in 24/7 operations:

The demand for schedules that will improve work like balance makes it critical that you show your employees examples of both 12-hour and 8-hour schedules with more consecutive work days. This way, they can see and better judge whether the increased time off is worth the longer shifts OR the need to work more days in a row. Let us show you a few examples of each to make it easy for you to accomplish this. Get started here:

Contact Us

We found that asking specific shift lengths did not give reliable answers since it was based on perceptions rather than actual schedules. When we showed the shiftworkers actual schedule examples using different shift lengths, here is how they responded:

Ratings definitions:

     5 = I like it a lot

     4 = It has potential to be good

     3 = neutral or not sure

     2 = It doesn't look promising

     1 = I don't like it

1. Coverage. The primary purpose of the schedule is to match the coverage with the workload, so this should always be your first step. If you start by searching for schedules with a desired shift length or a popular work pattern, you won't get an effective schedule. Your schedule needs to be designed around the number of people you need working during different times of the day on each day of the week that you're open. You can read more here:  Variable Workloads

2. Shift length. How many hours a day are you trying to cover? If it's less than 12 hours, you should use that as the shift length. If it's more than 12 hours, you'll need two or more shifts. Shifts less than 8 hours long will require part-time employees. If you are covering 24 hours a day, you might be able to use 8, 10 or 12-hour shifts. This guide will help:  Shift Length Selection

3. Format. If you have more than one shift per day, you'll have to decide if you want employees to always work the same hours (i.e. the same shift), or if you want them to work different hours from time-to-time, i.e. rotating shifts. Most full-time employees will prefer to work the same hours (i.e. fixed shifts). On the other hand, you may want them to gain experience both opening and closing, or working during both the busy and slower periods. Read about the pros and cons of each approach here:  Fixed vs. Rotating Shifts.htm

4. Staffing. Determine how many people it takes to produce the desired coverage. Do you need to hire more staff or increase the overtime? Here's a tool to help:  Staffing Calculator

5. Work Pattern. Develop alternative work patterns. Most shift lengths have a number of popular patterns for 24/7 coverage. Will any of those work? You may need to modify them or create new ones from scratch. It's critical to match the schedule to the organization's pay week to avoid unnecessary overtime and to ensure maximum weekends off for employees.

6. Alternatives. When I design schedules, I often look for alternative approaches using different shift lengths or combinations of shift lengths. For example, in 24/7 operations with an uneven workload, you might be able to use 8-hour shifts, combined 8 and 12-hour shifts, or sometimes even 10-hour shifts. For each approach, I then try to come up with a few different work patterns. Every option has different pros and cons, so having alternatives to compare will help you find the best schedule.

Need expert assistance? We've helped over a thousand companies from all over the world, in every industry imaginable. Contact us today:  Contact Us

WIth fixed shifts, you can adopt a schedule that has fixed days of work or rotating days of work. A fixed-fixed schedule means you work the same days every week on the same shift. A fixed-rotating schedule means you always work the same shift, but the days change from week-to-week, usually following a set pattern.

Employees like the predictability of a fixed-fixed schedule. It's easy to plan the rest of your life around it. Surveys of shiftworkers found that predictability is the most important schedule feature, higher than weekends off, coverage for vacations, ability to get overtime, maximum time off, and others. You can read more about this here:  Schedule Predictability.

Fixed day schedules are frequently used in police departments and companies that operate less than 24/7, especially those that have a lot of part-time employees. With police, the officers bid on both the shift and the set of days worked. This is usually done once a year. They do this to reward seniority, since the most senior officers get the "best" schedules.

I've run into a number of medical facilities that create a new schedule every week. The most senior people have a fixed set of days they work. The scheduler then contacts everyone else to fill in the gaps. This is the absolute worst way to schedule. Not only is it a lot of work for the scheduler, but the junior employees never know when they will be working until just before the week begins.

With companies using part-time employees, fixed days makes it easier to find and schedule the part-time workers. They can work around their school schedules or other part-time jobs. They are often forced to build the entire schedule around the availability of a few key, part-time people.

The biggest problem with schedules using fixed days of work is that the employees are not treated the equally. Some people get both the shift they prefer AND every weekend off. Others (usually the newest, least-senior folks) get the worst shift and have to work every weekend. Double ouch! You can read more about this here:  Fairness.

Most of the schedules I design feature rotating days of work. The schedule follows a multi-week pattern. If you look at the 24/7 schedules examples that I sell (Schedule Examples), you'll find various options with 8 or 12-hour shifts that follow a pattern that lasts anywhere from 2 weeks to 20 weeks. When I custom design schedules, I usually match the length of the pattern to the number of employees on a shift. For example, if there are 5 people on a shift, I would create a 5-week pattern.

With rotating days of work, every employee on a shift is treated exactly the same. For example, with 5 people on an 8-hour shift, all 5 will get the same number of weekends off (maybe 1 or 2 weekends off every 5 weeks). They are all working the same pattern. It's just that they are in different weeks of that 5-week pattern. You are still rewarding seniority by allowing the most senior employees to bid on the shift they prefer. To me, this is best for everyone.

This is a legitimate concern. If there were ways to mitigate this, maybe more companies would change to 12s since they really are better for employee work-life balance. I will discuss a few possible approaches to address fatigue with 12-hour shifts.

One approach would be to split the workforce by adopting two work schedules: one with 8-hour shifts and another with 12-hour shifts. This may be difficult to achieve in very small groups, but it's worth a look. And, if the coverage varies from shift-to-shift, it still might work. You may need a scheduling expert (like me) to help you with the schedule design.

Another approach would be to add more breaks, probably more than legally required. For example, if your state requires at least one 15-minute break every 4 hours, you might offer a 10-minute break every 2 hours. 

The most difficult change would be to redesign the job so that employees are not standing or performing the same process all day long. The benefits would not only be less fatigue, but also exposure to other tasks/responsibilities that may improve the employees' overall satisfaction with their jobs.

I started by showing the Chief what the current schedule looked like on a spreadsheet. It's a 6-week pattern with 6 teams working an average of 56 hours a week. The only way to get rid of the overtime is to add more staff. Shall I repeat that? The ONLY WAY to get rid of the overtime is by hiring more staff. Not changing the shift length. Not changing the work pattern. MORE EMPLOYEES is the only way.

With his coverage requirements (4 people at all times), the current schedule required 12 employees. By increasing the staff to 16, they could lower the average hours worked to 42 hours/week. It didn't matter whether they used 8-hour, 12-hour, or 24-hour shifts. All three approaches (with the exception of 8-hour fixed shifts, which would require 18 people) would need 16 employees averaging 42 hours a week.

What the city folks should have asked was:

1. Would adding 4 more employees cost less than the current approach (12 employees at 56 hours/week vs. 16 employees at 42 hours/week)?
   
   
2. And, if it is, is it worth disrupting the workforce and causing numerous personnel issues?

Overtime is really a substitute for staffing. In 24/7 operations, a little overtime can save a bundle. In this city's case, the answer is not so clear. However, the belief that changing to a different shift length would eliminate the overtime is not accurate. The only way to lower the overtime would be to hire more staff. 

• Picking 10-hour or 12-hour shifts when the workload varies in 8-hour increments.
• Using a schedule with constant coverage when their workload varies from shift-to-shift.
• Selecting a schedule pattern (e.g., 4-on-2-off) that requires 6 people per shift, when they have something else.
• Picking a schedule that requires 18 people when other options only require 16.
• Adopting a schedule that is great for day shift, but terrible for night shift.

I'm sure there are plenty of other possibilities, but you get the idea. Many people forget that the primary purpose of the schedule is to match the coverage with the workload. To achieve that goal, you need to start with the number of people needed at different times of the day throughout the week. In many cases, this will limit which shift lengths are feasible. You can read more about that here (Shift Length Selection (shift-schedule-design.com). 

Once you have the shift length(s) established, you need to find or create a pattern that will produce the desired coverage with minimal resources and with maximum weekends off. There is no way that an internet search will ever help with that. 

What do most people do? They find a schedule or create one that they think looks good, adopt it, and live with a mediocre solution, never aware that other approaches or work patterns would have been far superior. They avoid hiring a scheduling expert to save a few hundred dollars and end up costing the organization more than that every week because they got a solution for free. 

Wouldn't it be better to have someone with scheduing expertise go over your situation, show you alternative approaches (e.g., 8-hour fixed shifts vs. combined 8 and 12-hour fixed shifts), and lay out a few different work patterns for each approach? Since the options would all be in the same format, they would be easy to compare and evaluate. You could show them to your workers and let them debate the pros and cons of each option. This is way scheduling should be done.

Click on this link and fill out the form to get started today: (Request a quote for custom schedule design (shift-schedule-design.com)

I told him that he didn't need to hire more staff'; he needed a different schedule. 8-hour fixed shift schedules are not very efficient, especially in small groups like his. In his case, they would provide 1-person coverage 4 days a week and 2-person coverage 3 days a week. To ensure every other weekend was off, the double coverage was scheduled for weekdays only. Since most absences occurred on the weekends (when they only had 1-person coverage), they were forced to use overtime to avoid gaps in the coverage.

When choosing the best scheduling approach, he and his officers would have to make a tradeoff between shift length and format (fixed vs. rotating shifts) when selecting a new schedule. If having fixed shifts was most important schedule feature, they should adopt a 12-hour fixed shift schedule. If having 8-hour shifts was most important, they should adopt an 8-hour rotating shift schedule. Either approach would free up capacity to cover absences without excessive overtime. Flexible relief time could then be built right into the schedule.

With the12-hour fixed shifts, 3 officers would be assigned to each shift. Each shift would have a 3-week schedule in which one week was devoted to relief coverage and the other two weeks were devoted to the required coverage. They would have to work an average of 42 hours a week. Yes, overtime would be required, but a total of 12 hours per week for the entire group is all they would need. 

With the 8-hour rotating shifts, the 6 officers would work a 6-week schedule in which two weeks were devoted to relief coverage and 4 weeks were devoted to the required coverage. They would also average 42 hours a week.

The Chief said he'd have to think about it. He was hesitant to do this because the city was opposed to having employees work more than 40 hours a week and the officers were opposed to changing schedules. I never heard from him again. I suppose he's still incurring overtime every time someone is absent, having poor coverage, or maybe still searching for ideas on how to fix this. Or maybe he hired another officer. So he is either spending $60K a year for a 7th officer (wages + benefits) or $80K on overtime. What would you do?

Unfortunately, this can be in direct conflict with the common employer goal of maximizing employee utilization. For work schedules, this means achieving maximum coverage for the lowest possible cost. In 24/7 operations, “lowest cost” often requires keeping the headcount as low as possible and adopting a schedule that averages 42 hours a week (Why Eliminating Overtime in 24/7 Schedules Can Be Costly).

Thus, when it comes to choosing the best work schedule, management and the workers have different goals. Employees focus on the time off. Managers focus on minimizing headcount and cost. So, how do you strike a balance between these opposing points of view?

If you start from the employee perspective, you could end up with something that the employer just can’t afford. A good example is a company that works 24/7 and has a relatively steady workload. The employees want to change from 8-hour shifts to 10-hour shifts. This would require the company to hire 25% more staff (10 hour shifts). For most companies, this is clearly infeasible.

But, if you ignore what the employees want, you risk having high turnover, increased absences, and reduced productivity. As Mike Michalko recently commented on my website, “Too little emphasis on the employee leads to turnover and the high costs associated with onboarding and training. This is aggravated with needed positions in a highly competitive job market. If an employer doesn't address employee satisfaction, they'll end up training someone else's workforce.”

So, where do you start? I think it’s important to reflect on the reason you have a schedule in the first place. Most people think of the schedule as an on-off work pattern for a specific shift length, for example, a 5-on-3-off pattern for 8-hour shifts or a 2-3-2 pattern for 12-hour shifts. While it's true that the shift length and work pattern are essential components of the schedule, they don’t explain why the schedule is needed. 

 
The real purpose of the schedule is to ensure proper coverage:  the right number of people with the right skills at the right time and place. If the coverage isn’t adequate or matched to regular variations in the workload, the group won’t be able to provide the amount or quality of product/service expected by its customers. The schedule ensures that the organization effectively fulfills its purpose of satisfying the needs of its customers.

Therefore, the top priority for the schedule must be to maintain a level of coverage that matches customer demand. In most cases, more than one approach (usually different shift lengths) is possible. I’ve previously discussed how the hours of operation and the workload variability dictate the best choice of shift length(s):  (Shift Length Selection).

As an example, consider a company that operates 24/7 and needs 2 people working at all times. They first have to decide whether to use fixed shifts and rotating shifts. As a general rule, employees prefer fixed shifts whereas employers prefer rotating shifts (Fixed shifts vs. rotating shifts). In this example, we’ll assume they choose fixed shifts. Next, they have a choice between 8-hour shifts or 12-hour shifts. The 8-hour fixed shifts will require 9 employees working an average of 37.3 hours a week, whereas the 12-hour fixed shifts will require 8 employees averaging 42 hours a week. They decide to narrow the search to these two approaches.

For each approach, several different work patterns are possible. These patterns will vary in terms of the number of consecutive days of work and the nature of the days off. In general, the longer the blocks of work days, the longer the blocks of days off and the longer the weekends off.

Once the alternative patterns are developed, the company should involve the employees who will be working the schedule (Strategic Schedulers Enjoy Remarkable Success). The workers must choose between longer days of work more time off. They also must choose between longer blocks of work days and longer blocks of days off. The majority will decide how important work-life balance is and what sacrifices they are willing to make to achieve it.

To summarize, these are the recommended steps in changing employee work schedules:

1.       Establish the organization’s coverage requirements by time of day and by day of the week. Do you need the same number of people all day long? Maybe there is less work during the nighttime. Do you need the same number of people throughout the week? Maybe there is less work during the weekends. Here’s an example for a company that works 24/7:

2.       Identify different approaches (usually two different shift lengths) that will efficiently achieve the organization’s coverage requirements. The hours of operation and regular workload variations will play a key role in this step. Approaches that are highly inefficient will not be considered, e.g., unnecessary double coverage or excessive staffing requirements.

3.       Find alternative work patterns for each approach. Alternatives will vary the number of consecutive days of work, which will affect the amount and the nature of the time off.

4.       Involve employees in the review of all the options and final selection of the schedule. This gives them the opportunity to decide whether the improved time off is worth the (a) longer days of work, (b) more consecutive days of work, and/or (c) the average weekly hours of work.

Although work-life balance is not the starting point when changing work schedules, it is addressed by identifying different approaches/patterns that satisfy the coverage requirements, and then allowing employees to review, discuss, and vote on their preferred option. Shift Schedule Design can help you find the best approaches and associated work patterns. Please click on the link below to get started:

Request a quote

24/7 Operations

If the coverage requirements are steady throughout the day, then the best choice is either 8-hour or 12-hour shifts. That's because these shift lengths don't overlap during the 24-hour day. Other shift lengths (9, 10, or 11 hours) would overlap. This not only doubles the coverage during the overlap(s), but it also increases the staffing requirements. Three 9-hour shifts require 12.5% more staff, three 10-hour shifts require 25% more staff, and three 11-hour shifts require 37.5% more staff.

If the coverage requirements vary fairly regularly by time of day, the organization can either use:

• Fixed shifts with different staffing levels on each shift that match the coverage requirements, e.g., 4 people on day shift, 3 people on evening shift, and 2 people on night shift.
   
• Overlapping shifts, e.g., 9 or 10-hour shifts. By changing the shift start and end times, the daily overlaps can be consolidated and matched to the busy period.
   
• An overlay shift that boosts the coverage for the length of that additional shift, e.g., a 6-hour shift from 3 p.m. to 9 p.m.

Less than 24/7 Operations

If the coverage requirements are steady, the best choice would be a shift length that matches the hours of operation - up to a maximum of 12 hours. For example, if the company is open for 11 hours a day, the most efficient choice would be an 11-hour shift, since this would require the smallest number of employees and would avoid any overlapping shifts. If the daily hours exceed 12 hours, then 2 shifts are needed each day. For example, a company that is open 14 hours a day could have two 7-hour shifts or one 8-hour shift and one 6-hour shift.

If the coverage requirements vary by time of day, the organization can either use:

• Fixed shifts with different staffing levels on each shift that match the coverage requirements, e.g., 2 people on the first shift and 4 people on the second shift.
   
• Overlapping shifts. For example, if the late afternoon is busiest, a company could use a 12-hour day shift and an 8-hour evening shift that overlaps from 4 p.m. to 8 p.m.
   
• An overlay shift that boosts the coverage for the length of that additional shift, e.g., a 4-hour shift from 3 p.m. to 7 p.m.

Summary

If you want to maximize employee utilization, your shift length should be based on the whether the workload and associated coverage requirements remain steady throughout the day or vary on a fairly regular basis. Steady workloads should have shifts that don't overlap for more than the length of a meal break. Variable workloads can be addressed in several different ways.

Many people choose the shift length for other reasons. For example, they choose 10-hour shifts, hoping to get an extra day off each week, or they choose 12-hour shifts, hoping to get more weekends off. They don't realize that this may increase the headcount requirements, not match the coverage with the workload, or utilize the staff ineffectively.

• You won't have to spend so much time creating new schedules.
• You won't have to struggle with being short-handed because you couldn't fill a time slot (i.e. a shift).
• Employees will appreciate knowing far in advance when they have to work and, more importantly, when they will be off.
• Employees like getting occasional weekends off (as opposed to having to work every Saturday, for example).

Unlike 24/7 schedules, free examples of schedules for your type of business are hard to find because there are too many possibilities: 

• Different hours of operation.
• Different coverage requirements.
• Different number of employees.
• Different mix of full-time and part-time employees.
• Different pay weeks.

What do schedules for less than 24/7 coverage look like? Well, that depends on all of the above variables. Here are 2 simple examples:

Example #1. Open 10 hours a day all week. Need at least 2-person coverage at all times. Busiest day is Monday. 4 full-time staff. Pay week begins on Thursday.

Each crew (A and B) has 2 employees working a 10-hour day shift (D10). Crew A begins the schedule in Week 1; Crew B begins in Week 2. After finishing the initial week, they rotate to the next week of the schedule. Crew A rotates to Week 2, while Crew B rotates to Week 1. They continue this 2-week pattern indefinitely. Note that Monday is the only day of the week with two D10s underneath it. That means both crews are scheduled to work on this busiest day of the week. Note that the schedule begins on Thu. Had we started with a different day, the 2-day break in Week 2 might not have fallen on the weekend (Sat & Sun).

Example #2. Open 14 hours a day (7 a.m. to 9 p.m.) on Mon-Sat. Need at least 1-person coverage at all times. Need 2-person coverage from 4 p.m. to 7 p.m. 2 full-time staff and 2 part-time staff. Pay week begins on Saturday.
 

The two full-time employees (A & B) work a 2-week schedule on a 12-hour day shift (D12) that runs from 7 a.m. to 7 p.m. Employee A begins in Week 1, while Employee B begins in Week 2 of the schedule. After finishing the initial week, they rotate the the next week. Employee A rotates to Week 2 and Employee B rotates to Week 1. The two part-time employees (C & D) do not rotate. They work the same 3 days each week. C works a 5-hour afternoon shift (a5) from 4 p.m. to 9 p.m. on Thu, Fri, and Sat. D works the same shift Mon, Tue, and Wed. The 5-hour shift overlaps the 12-hour shift from 4 p.m. to 7 p.m. giving the company the 2-person coverage they are looking for.
 

We could keep going, but unless you happen to have the same combination of hours, coverage requirements, staff size/composition, and pay week, additional examples aren't going to be much help. So what's the best approach for creating a schedule? You can contact us for help (Request Quote) or you can follow the steps that we do (Employee Work Schedules).

Workload Distribution. If the workload is steady at all times, 8-hour or 12-hour shifts would be the best choice. If the workload varies by time-of-day, you will either need to allocate more staff to certain shifts or adopt a schedule with overlapping shifts (e.g., 10-hour shifts or combined 8 and 12-hour shifts). If the workload varies by day-of-the-week (or weekdays vs. weekends), you will need a custom-designed work pattern.

Employee Preferences. If you ask employees for their preferences, roughly 80% will say 8-hour shifts. However, if you show them examples of 8 and 12-hour schedules, 80% will prefer the 12-hour schedules. That's why it's important for them to see actual examples rather than just voicing an opinion on what they want.

There is more than just shift length to consider, of course. Should you have fixed shifts or rotating shifts (https://www.shift-schedule-design.com/Fixed_Shifts)? What are the best shift start/end times (https://www.shift-schedule-design.com/Blog?m8:post=fatigue-in-the-workplace-early-day-shift-start-times)? What's the best way to handle absence coverage (https://www.shift-schedule-design.com/Blog?m8:post=how-to-cover-absences)?

If you would like to learn more, please fill out this form to get a quote for our schedule design services (Request Quote).

During this past week, I was contacted by two foreign companies with labor contracts that limited the annual hours of work for their employees. They wanted me to design schedules that didn't exceed an annual target (1,712 in one case and 1,816 in the other).
 

To “simplify” the assignment, I converted the annual figures into weekly numbers by dividing the annual hours by 52 weeks: 

• 1,712 hours/year divided by 52 is 32.9 hours/week
• 1,816 hours/year divided by 52 is 34.9 hours/week 

With 12-hour shifts, the average weekly hours worked depends on the number of crews. Here are the averages:  

• 4 crews work an average of 3.5 shifts a week or 42 hours a week
• 5 crews work an average of 2.8 shifts a week or 33.6 hours a week
• 6 crews work an average of 2.33 shifts a week or 28 hours a week 

A 5-crew schedule would only work with rotating shifts, whereas the 4-crew or 6-crew schedules would work with either fixed or rotating shifts. To minimize the staffing requirements, we decided to use the 5-crew approach with rotating 12-hour shifts that average 33.6 hours/week. This worked fine for the company with the higher limit (34.9 hours/week), but not for the other company (32.9 hours/week).
 

This could be resolved by either incorporating a 30-minute unpaid meal break or scheduling a vacation period every year to reduce the hours of work. This starts to get complicated quickly, so I won't go into all the details here. I just wanted to show you how this sort of challenge can be addressed.

Ask employees, and some will tell you, "10-hour shifts from Mon-Thu." Others may say, "12-hour fixed shifts with every other weekend off." The common themes are the preferred shift length and format (fixed shifts vs. rotating shifts).

Ask managers, and some will say, "We need more coverage on the 2nd shift because that's the busiest part of the day." Others will say, "We need to hire more staff, but upper management has a lid on hiring" or "Overtime is killing us, so we need a schedule that will reduce it." The common themes with this group are coverage and costs.

Unfortunately, the best solutions for employees probably will not produce the best results for managers. For example, 10-hour shifts in 24/7 operations require at least 25% more staff than 8 or 12-hour shifts. And fixed shifts can increase the staffing requirements even further. Ouch! Some of the scheduling preferences just aren't feasible, and some may compromise the organization's mission.

Most organizations simply can't afford to adopt the types of schedules that employees wish they had. So the question becomes, will the best solutions for managers produce good results for employees? I believe they can. Employees won't get their fantasy schedule, but they will get an attractive pattern with good breaks and maximum possible weekends off.

Here is how I define the "best" shift schedules. They should address three goals: (1) optimize coverage, (2) minimize costs, and (3) maximize employee satisfaction. These goals are in priority order. In other words, when designing a schedule, you should start with the coverage allocation, then work on keeping costs down, and finally on what makes employees happy. Reversing this order can wreak havoc on the organization. Here's another article that explains this in much greater detail:  https://www.shift-schedule-design.com/Shift_Schedule_Design_for_Dummies. 

Let me explain.

Most people working the night shift tend to stay awake during the daytime on their days off (roughly 75% of the people on 12-hour shifts and 50% on 8-hour shifts). With the 2-3-2 pattern, this means that every 2 or 3 days, people are flip-flopping when they sleep. This can be really tough on sleep and alertness. In fact, it's even worse than most rotating shift schedules that rotate on a weekly basis.

Another problem with the Pitman has to do with the organization's overtime/pay week, since that dictates what days you get off for the weekend. If your pay week begins on Mon, Wed, or Fri, the 3-day weekend will be Sat, Sun, Mon instead of Fri, Sat, Sun. For the night shift, this means you have to work Friday night, so it really doesn't feel like you're getting the whole weekend off.  

If your schedule has fixed shifts, I recommend that each shift select it's own pattern. This way the day shift can work the Pitman while the night shift can work something else that is better for alertness and safety. The best choice on the night shift is the 4-on-4-off shift schedule. That's because there are fewer changes from work-days to off-days, meaning a slower rotation of when people sleep. Other 12-hour patterns lie somewhere in between these two extremes: Pitman and 4-on-4-off.

1. https://www.shift-schedule-design.com/12-Hour_Shifts
    
2. https://www.shift-schedule-design.com/Blog?m8:post=12-hour-shifts-in-smaller-companies
    
3. https://www.shift-schedule-design.com/Blog?m8:post=matching-12-hour-shifts-to-your-workload-distribution
    
4. https://www.shift-schedule-design.com/Blog?m8:post=covering-absences-on-a-12-hour-shift-schedule
   
   
5. https://www.shift-schedule-design.com/Blog?m8:post=12-hour-shift-schedules-with-no-overtime

These 12-hr articles tend to focus on schedule effectiveness and efficiency, i.e. schedules that align the coverage with the workload and utilize the smallest number of employees. Other websites that offer free examples of different 12-hour patterns imply that these are good choices for anyone changing to longer shifts. Smaller groups with uneven workloads and staffing limitations should beware.

In this article, I'd like to address things that should be considered before making the change to 12-hour shifts.

1. Environment. Some jobs are simply too taxing to endure for more than 8 hours. Things like excessive heat, noise, toxins, or physical labor might preclude the use of longer shifts.
    
2. Productivity, quality and safety. Some tasks are too tedious or focused to continue for more than 8 hours. To accommodate 12-hr. shifts, these jobs would require extra breaks, job redesign, and/or periodic rotation to other positions to keep employees fresh.
    
3. Different patterns. With fixed 12-hr. shifts, there is no rule that says both shifts must work the same on-off pattern. In fact, some patterns that are great for the day shift (e.g., Pitman) are terrible for the night shift. We encourage clients to have each shift select its preferred shift independently.
    
4. Worker preferences. Although many employees are willing to work 12-hr. shifts in order to get more days off and more weekends off, not everyone is. Older workers, people with childcare or eldercare concerns, students, and those with 2^nd jobs often prefer 8-hour shifts.
    
5. Business issues. If the business runs 24/7 and has a steady workload at all times, 12-hour shifts can be a good choice. If the company uses fixed shifts, 12-hour fixed shifts are a little more efficient than 8-hour fixed shifts, which may mean a smaller headcount. If the workload is not steady, it may be necessary to use a combination of 8 and 12-hour shifts.
    
6. Absence coverage. If the organization has a high absence rate, 12-hour shifts might not be a good choice. That's because absences must be covered by someone who is scheduled to be off. This can defeat the extra days-off advantage of the longer shifts.
    
7. Pay policies. Most pay polices (e.g., holiday pay, vacations, sick leave, etc.) were written for 8-hour shifts. These polices need to be revised to reflect the 12-hr shifts. For example, with 8-hour shifts new employees get 10 days of vacation per calendar year (80 hours). If this policy was not modified before changing to 12-hour shifts, the new employees might get 120 hours of vacation per year.

Unfortunately, 12-hour shifts are too long for either of these approaches. Holding someone over for a second shift means they would be working 24 hours (36 hours if they are scheduled to work the next day too). With a split shift, it means the replacements would be working 18 hours straight. Clearly this is excessive.
 

With 12-hour shifts, the only option is to find a qualified employee who is not scheduled to work the same day as the absence. Sounds simple, right? Well it's not. Supervisors can spend an inordinate amount of time trying to find volunteers. It can be tough to reach people. Candidates may have left town or they may be too busy to answer the phone. And they simply may not want to work that day. They might have made other plans or don't want to spoil a nice multi-day break.
 

This is one case in which scheduling software can be beneficial for the supervisors. You'll want a program that makes it easy to both identify eligible candidates and then to contact them. Eligibility may include things like: (1) job title, (2) skill sets, (3) work schedule, and (4) recent overtime hours (to prevent over-using someone). Contact can be by email or text message. If no one volunteers within a fixed amount of time, the supervisor can select someone to cover the open position using criteria such as reverse seniority. All of this saves the supervisor a huge amount of time, freeing them up to focus on other responsibilities.

I started by telling them that fixed shifts often require a few more employees than rotating shifts. This is true with both 8-hour and 10-hour shifts. This can be critical when the group is already staffed at a minimum or understaffed. They could still use fixed shifts, but they would either have to hire more staff or adopt a schedule with a lot of overtime in it.
 

Next, I went into the problems with 10-hour shifts. I know, everybody loves 10s. But 10s are really inefficient when you're trying to cover a 24-hour day. You need three shifts, which means you're really working 30 hours a day instead of 24 hours. This 25% increase in hours per day requires a 25% increase in staff or a 25% reduction in the amount of coverage. Few organizations can handle this.

That leaves 8-hour shifts and 12-hour shifts. And if the coverage is not the same at all times, a 12-hour shift schedule may not be a good fit. What is needed is a combination of 8s and 12s, for example 8 people on the 12s and 4 people on the 8s. Although the 12-hour shifts might improve the efficiency (i.e. require fewer people), the 8-hour fixed shifts are highly inefficient for low levels of coverage like one person. For example, 1-person coverage requires 2 people and there would be 3 days a week in which both of them are scheduled to work.

I believe that the people who contacted me with no schedule preferences did so to find a scheduling solution to their current situation. What they didn't realize was that they had a staffing problem, not a scheduling problem.

Yes, they might find some schedule changes that are a little more efficient, but not to the extent they hoped to find. And some of those changes might result in schedules that are not very employee-friendly (e.g., 8-hour rotating shifts).

All of the popular 12-hour patterns (Pitman, DuPont, 3-on-3-off, 4-on-4-off, etc.) have the same coverage levels all day and all week. If a company with an uneven workload adopts one of these templates, they would either have too much or too little coverage for part of the day (or part of the week). This, in turn, would incur unnecessary costs or adversely impact the service levels.
 

This doesn't mean 12-hour shifts won't work; it just means that the schedule has to be modified. Here are the two possible situations and the best approaches for each:

• If the workload varies by time of day, then you have to combine the 12-hour shifts with an overlay or "power" shift. You use the 12s to match the coverage for the lightest shift (usually the night shift). Let's say that's 2 people. You could use any common 12-hour pattern for 2-person coverage. Then you would overlay that with one or two shifts that boost the coverage during the busier hours of the day. This could consist of an 8-hour shift, 10-hour shift, another 12-hour shift, or two 8-hour shifts. If some of your employees are reluctant to work 12-hour shifts, this will allow a few of them to avoid changing.
   
• If the workload varies by day of the week, then you have to modify the 12-hour pattern. This will require a custom-designed pattern, perhaps one that doesn't use crews. The solution depends on the coverage levels throughout the week and whether you want fixed or rotating shifts. I would modify popular patterns (Pitman, DuPont, etc) to reduce or increase the coverage so that it matches your workload distribution. 

I believe this is a great solution for companies that want to make their work schedules more employee friendly, especially when the workers are grumbling about a lack of work-life balance. Contact us today to see how this might work for your group. You'll be glad you did. Contact us. 

Google searches for “Shift Schedule Templates,” will reveal page, after page, after page of software programs. Unfortunately, and to most people's surprise, these programs won't create schedules for you. You have to enter each employee's on-off work pattern into the program to make it work. Some scheduling programs offer free schedule templates, but these are generic 8-hour or 12-hour shift schedules, best suited for large companies with steady workloads.

Smaller organizations with limited staff and/or uneven workloads can't always use the generic templates offered by the software vendors. If they do, they may have to employ extra, unnecessary staff or live with coverage that doesn't match the work volumes during different times of the day (or days of the week). A lot of companies do this without realizing there are better options. How would they ever know?

So, if you're looking for a new schedule, don't be fooled by these scheduling software programs. They're great for managing an existing schedule, but they won't create a new work pattern for you. And for the few programs that actually offer templates, please beware of the following:

1.     There aren't any templates for companies that operate less than 24/7.

2.     If your staff size is not an exact multiple of 4 (e.g., 4, 8, 12, 16, 20, 24, etc.), the template will not produce consistent coverage. That's because most of them use 4 crews.

3.     If your workload and coverage requirements vary by time of day or by day of the week, the template will not address this. These schedules have the same coverage at all times.

4.     If your pay week (for overtime calculation purposes) is different than the template's, the schedule might produce highly uneven work hours (e.g., 60 hours one week and 24 hours the next), or it might compromise weekends off for employees.

I have never attempted to understand this state's complex requirements and exceptions. I always advise prospective clients to have their legal representative research this before having me design schedules with anything other than 8-hour shifts.

Recently, I was contacted by Cindy Opeka of O'Peka HR Consulting who stated that she might be able to help. I don't have first-hand experience with her expertise, but thought I would share her comments with you. Here's what she said:

"I'm currently working with a client who is dealing with the Department of Labor. They are up against thousands of dollars in fines. If you work with CA customers, I'd be happy to share info at no charge. I just want to help small employers avoid penalties."

If you would like to reach her, the website is https://hrsolutions-oc.com/. Her email address is: copeka@comcast.net and her phone number is:  (916) 337-4719.

The first big change in shift schedules began in the 1980s, when larger 24/7 operations started changing from 8-hour shifts to 12-hour shifts. These companies found that the longer shifts were good for both management and employees. Productivity improved because there were fewer shift hand-offs and tasks were more likely to be finished on one shift rather than passed along to the following shift. Although most workers hated the idea of working longer shifts, the 12-hour patterns were clearly better than the 8-hour patterns, since they offered twice as many days off and up to half the weekends off.

The second major change in shift schedules arose from widespread business growth. Companies that were working 5-days-a-week were expanding to 7-day operations. The three 8-hour crews covering Mon-Fri were burned out from all the weekend overtime and the companies didn't like the spiraling costs. Some companies chose to adopt 5½-day or 6-day schedules. Some chose to hire weekend crews. Most decided to add a fourth crew and adopt a 24/7 schedule, typically with 12-hour shifts.

The third and most recent change encompassed companies not normally associated with shiftwork, such as beauty salons, pharmacies, government offices, mechanics, dentists, insurance companies, restaurants, and customer support centers. They may not run 24/7, but they do operate longer than the traditional 8 to 5, Monday to Friday, and therefore require more than just one shift.

Some of these companies found it more economical to add a shift rather than move to larger facilities or purchase additional equipment. Others found it necessary to stay open longer because of competition and customer expectations. Because the workload in these companies is rarely constant all day or throughout the week, the challenge for scheduling is finding a schedule that matches the coverage with the workload throughout the hours of operation. This can involve staggered shift start times, multiple shift lengths, and overlapping shifts.

Whereas the two previous changes in shift schedules involved finding the single best shift length for around-the-clock coverage, the third change involves choosing the best combination of shift lengths and start times to accommodate a variable workload, often with less-than-24/7 coverage.

At the same time shift schedules were evolving, the process for finding a new schedule also was changing. Early scheduling transitions took place in companies with large staffs and budgets. They often hired consultants to help facilitate the change. The consultants would start by developing a business case that justified changing schedules. Then they would involve the employees in the selection process, educate them about different approaches, revise paid-time-off policies to match the new schedule, and help to implement the new schedule.

When smaller organizations (that couldn't afford a consultant) started changing schedules, they initially turned to industry forums for help, and more recently to free schedule templates found on the Internet. Although the number of options is somewhat limited, this approach is okay if the workload is constant and the staff size is a multiple of 4 (since most of the schedules rely on 4 crews). Since most smaller groups don't have a steady workload or the right number of employees, the templates often will result in unnecessary costs and/or ineffective utilization of the staff.

In addition to thinking you can simply copy schedule examples from the Internet, here are the most common mistakes made today when searching for a new shift schedule:

1.      Wrong priorities. Increased concern for employee work-life balance has led many managers to search for a schedule with shift lengths or work patterns that are popular with employees. They forget that employee satisfaction is NOT the primary purpose of the schedule. The reason you have a schedule is to ensure the right number of the right people are working at the right time. This means matching the coverage (the number of people actually working) with the workload distribution. You don't want a schedule with steady coverage if the organization's workload is lighter from Midnight to 6 a.m. or on the weekends. And you don't want a schedule with a lot of double coverage (from overlapping shifts) if the organization's workload is constant. The top priority should be to find an approach that satisfies the business requirements. Then, and only then, should you seek options (using that approach) that a majority of your employees prefer.

2.      Narrow focus. Focusing on a single issue and ignoring the big picture often results in costly choices. For example, many establishments think they're saving money by having a schedule with no overtime in it. They don't understand that this requires a larger staff and/or more overtime to cover absences. Although they think they are being frugal, a schedule with a small amount of built-in overtime actually might have been cheaper when the total labor costs are considered. Another example is the manager who wants to give his employees more days off by adopting a 10-hour schedule. He doesn't realize that this will reduce the coverage on each shift by 25%, which depletes the reserve capacity used to compensate for absences. Although employees now have 3 scheduled days off each week, they may have to work some of those days whenever somebody takes vacation or calls in sick.

3.      Solution-oriented. When most managers decide it's time for a new schedule, they immediately start searching for a solution on the Internet, e.g., schedule examples or articles about the pros and cons of different shift lengths or work patterns. They should start by developing a process for educating and involving employees. If employees don't believe there is a need to change or that their opinions are being considered, it will be difficult to secure their buy-in and support for the new schedule. Managers should never assume they know what's best for the group. They should try to find multiple options that satisfy the business requirements and let the employees make the final choice. Each site will choose differently due to its unique combination of demographics, experiences, and lifestyles.

Shift schedules will continue to evolve as more and more groups adopt them. Although many of the same issues will continue to exist, new problems are likely to arise as more diverse facilities begin implementing new schedules. Let's hope they learn from the mistakes of other organizations and contact us.

When people search for a new shift schedule, they often cite one of these two goals: (1) better work-life balance, or (2) better staff utilization.

Work-life balance is an employee-oriented goal associated with more or better time-off. And that usually means 10 or 12-hour shifts and/or work patterns that feature fewer consecutive days of work or longer stretches of consecutive days off, e.g., the Pittman or DuPont schedules.

Staff utilization is a management-oriented goal associated with making the most cost-effective use of the employees. If the workload varies by time of day or by day of the week, that can mean matching the coverage with the workload. If the workload or available resources have changed, that can mean squeezing out more coverage. If the absence rate is high, it means trying to maintain coverage that's more than the minimum necessary, while keeping costs minimized.

When work-life balance is the top priority of the search, the resulting schedule will likely be great for employees but less-than-ideal for the organization. There are three reasons:

1.       Effectiveness. Work patterns that are most popular with employees produce constant coverage on a 24/7 basis. If the organization's workload isn't constant, the schedule will not be the best match. 

2.       Efficiency. Most of these popular work patterns use four crews. If the staff size is not an exact multiple of 4, the organization will be wasting some of its resources. 

3.       Cost. 10-hour shifts tend to require at least 25% more staff than 12-hour shifts because they add six hours to the work day (three 10-hour shifts = 30 hours/day). Popular work patterns do not consider absences. The organization either uses overtime to cover those absences or it schedules extra coverage to exceed the minimum necessary. A less-costly approach would be to build relief coverage into the schedule.

So does that mean work-life balance should not be considered when searching for a new schedule? Of course not. But it should never be the starting point for the search. The needs of the organization must always come first. Once those are satisfied, then (and only then) can alternatives that offer more or better time-off be considered.

Resource Changes

Either the staff size or the group's budget is changing. If the group is getting bigger, there may be opportunities to use the extra capacity to reduce the average weekly hours, boost coverage on one or more shifts, or build relief coverage into the schedule to cover some of the absences. If the group is getting smaller, the average weekly hours of work may have to be increased to maintain the minimum coverage requirements.

Sometimes upper management wants to cut costs but not change the headcount. The group will have to do a cost analysis of overtime in the schedule vs. overtime outside the schedule to determine the best approach. You can read about this here:  http://www.shift-schedule-design.com/Overtime_Issues. The group may also be forced to consider other schedule changes that will lower costs as discussed here:  http://www.shift-schedule-design.com/Cost_Reduction.

New Business Requirements

When the demand for an organization's products or services changes (usually by increasing), this may require them to hire more employees or make more effective use of their current employees. In either case, it's a good time to align the coverage with the workload. We start the schedule design process by evaluating work volumes and the associated coverage requirements by time of day and day of the week. We also consider absence coverage if the resources are adequate.

Employee Satisfaction

When employees search for a new schedule, they are primarily looking for ways to increase the days off and weekends off. When managers cite employee satisfaction as a reason for changing schedules, they hope that the change will reduce absenteeism and employee turnover, or improve productivity and morale issues. Once business requirements are satisfied, we will evaluate solutions that maximize days off and weekends off and, if possible, reduce the need for mandatory overtime.

1. Better staff utilization – coverage that is consistent and matched with the workload
2. Reduced labor costs – lower wages and/or overtime
3. Greater employee satisfaction – more days off and/or more weekends off

Unfortunately, doing well with one goal often means compromising the other two.

Here's an example. Suppose the employees want a 10-hour shift schedule to get one more day off each week and possibly more weekends off. This would certainly help the third goal: greater employee satisfaction. But what would it do to the other two goals?

Since the 10-hour shifts would overlap for 6 hours a day, this would exceed the physical capacity of the work area. Employees from one of the overlapping shifts would be sitting around with nothing to do for 6 hours – every day of the week. This is definitely not a good way to use the staff.

What about labor costs? Well, since the 10-hour shifts would require the organization to work 30 hours a day (three 10-hour shifts), the additional hours of coverage would necessitate an increase in the staff size by 25%. This certainly would not save money.

So how do you find a schedule that satisfies all 3 goals? Simple. Instead of starting the search for a new schedule with a focus on Goal #3: Greater Employee Satisfaction, you start with #1: Better Staff Utilization. You then move to the second goal, and finally to the third goal.

Here are the steps we follow when designing a new employee shift schedule:

• Feasibility. We start by comparing your coverage requirements and scheduling preferences with your staff size to determine the feasibility. Sometimes the resources are inadequate, so different approaches may have to be considered.
  
  
• Possibilities. 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.
  
  
• Work patterns. In this third step, 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.
  
  
• Options. 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, alternative patterns, and so on.

This process ensures that the schedules we create are effective with all three goals, not just one of them.

This article will address a different aspect of 12-hour shifts, namely how the longer shifts fit with different 24/7 workload distributions.

Constant Workloads
When the volume of work is steady throughout the day, the best shift length is either 8-hours or 12-hours. That's because they divide evenly into a 24-hour day. With 8-hour shifts, there would be three shifts with the same coverage on each shift. With 12-hour shifts, there would be two shifts with the same coverage.

Other shift lengths, e.g., 9-hour or 10-hour shifts, do not divide evenly into 24 hours. This means they will have overlapping shifts, with double coverage during the overlaps. 9-hour shifts will have 3 hours in which the shifts overlap. 10-hour shifts will have 6 hours in which the shifts overlap. Overlaps can be achieved with 8 or 12-hour shifts simply by including an unpaid meal break in each shift.

These other shift lengths (9s or 10s) are not an efficient choice for organizations with a constant workload distribution. In addition to the producing double coverage for part of the day, they also require a larger staff because the organization has essentially extended the hours of operation to 27 or 30 hours a day. 9-hour shifts require 12.5% more personnel and 10-hour shifts require 25% more personnel than 8-hour or 12-hour shifts.

Now that we've shown the best choice for a constant workload is 8 or 12-hour shifts, let's take a quick look at the staffing requirements. Here is a simple example. If you need 2-person coverage around-the-clock, you will need 336 hours of coverage per week (2 people * 24 hours/day * 7 days/week = 336 hours/week). If you divide this by 40 hours per week, you get 8.4 employees. If you divide this by 42 hours per week, you get 8 employees. 42 hours/week is commonly used in 24/7 schedules because it allows the use of 4 crews in the schedule.

The only exception to this is 8-hour fixed shifts. With these, each shift's staffing requirements must be calculated separately. In the example with 2-person coverage on each shift, this will require 3 people on each shift working an average of 37.3 hours a week (2 people * 8 hours/day * 7 days/week = 112 hours/week / 3 employees = 37.3 hours/week). The total staffing with fixed 8s would be 9 employees.

With the exception of 8-hour fixed shifts, 8s and 12s for steady coverage require the same number of employees working the same average hours per week. Since both shift lengths cost the same, this generally means that the choice between 8s and 12s can be left up to employees. When employees are asked if they want 8s or 12s, most will say 8s. However, when they are shown examples of schedules with both shift lengths, most will say 12s.

Variable Workloads
Many smaller establishments do not have constant workloads. They are often slower at night and on the weekends. For example, on Monday-Friday, they may need 4-person coverage from 0700 to 2300 and 2-person coverage from 2300 to 0700. On Saturday and Sunday, they only need 2-person coverage all day.

When the workload is lighter on weekends, this can be accommodated with either 8-hour or 12-hour shifts. When the workload is lighter at certain times of the day, this can be more difficult to match with 12-hour shifts. That's because most groups find their busy hours correspond more closely with one or two 8-hour shifts, i.e. for 8 or 16 hours a day. Let's look at examples of each of these.

Example #1. In this example, the organization needs 4-person coverage for 8 hours and 2-person coverage for 16 hours a day. This requires 11.2 employees working an average of 40 hours a week with 8-hour rotating shifts (12 people with 8-hour fixed shifts). If you use one 12-hour shift with 4-person coverage and one with 2-person coverage, you have 4-person coverage for 4 hours longer than necessary. It also would require 12 employees working an average of 42 hours a week.

The best way to accommodate 12-hour shifts in this scenario is to use 12-hour shifts for the 2-person coverage around-the-clock and an 8-hour overlay shift that matches the busy period. This would require 11 employees. You could either combine the two shift lengths into a single schedule or make a separate schedule for each shift length.

• 8 people on 12s --> 2-person coverage for 24/7
• 3 people on 8s --> 2-person coverage for 8/7
  

Example #2. In this example, the organization needs 4-person coverage for 16 hours and 2-person coverage for 8 hours a day. This requires 14 employees working an average of 40 hours a week with 8-hour rotating shifts. (15 people with 8-hour fixed shifts). If you use one 12-hour shift with 4-person coverage and one with 2-person coverage, you have 4-person coverage for 4 hours less than necessary. If this is unacceptable, you would have to have 4-person coverage on both shifts. This would require at least 16 employees working an average of 42 hours a week.

The best way to accommodate 12-hour shifts in this scenario is to use 12-hour shifts for the 2-person coverage around-the-clock and two 8-hour overlay shifts that match the busy period. This would require 14 employees. You could either combine the two shift lengths into a single schedule or make a separate schedule for each shift length.

• 8 people on 12s --> 2-person coverage for 24/7
• 6 people on 8s --> 2-person coverage for 16/7

Conclusions
There are lots of other possibilities when it comes to variable workloads. If you want to include 12-hour shifts in the schedule, you can follow the generic approach desribed in this article:

• If the workload varies by day of the week, use two 12-hour shifts with a modified work pattern. Popular 12-hour patterns such as Pittman, Panama, DuPont, 3-on-3-off, etc. have the same coverage throughout the week. Therefore these patterns must be modified to match the daily variations. This is best handled by someone who is experienced in schedule design. They can ensure that the schedule: (1) matches the daily coverage variations, (2) averages close to 40 hours a week, and (3) maximizes weekends off for employees.
   
• If the workload varies by hour of the day, you can use two 12-hour shifts for the base coverage. Then you will use one or more additional shifts that match the length of the busy period. I discussed 8-hour and 16-hour busy periods above. Your busy period might require something other than one or two 8-hour shifts. For example, if your busy period is longer than 18 hours, you might use an 8-hour and a 10-hour overlay shift. In some cases, you may want these shifts to overlap so that the coverage is increased further during the hours of overlap.

I thought you might like to read some of the typical comments from employees facing this major change:

• If we choose to go to 12-hour shifts, will everything over 8 per day still be overtime or will it change to only being over 40 hours a week?
  
  
• Seniority and how the people working those new shifts will be selected. Vacation/personal days (how they work). Holiday pay. Coverage of shifts for call-outs, sick days and vacation. Do we still get paid for not taking a lunch break? If we work 12-hours, how does that work?
  
  
• How will working a 24/7 work week will affect the wear and tear on the equipment used on a daily basis?
  
  
• Can this be done with an 8-hour shift? Does everyone have to work 12 hours?
  
  
• What about those of us who need all the OT we can get because our bills can't be paid without it? Do we get a second job?
  
  
• If I would have to work the overnight shift, everything in my life will be affected. I would also hope my pay to stay the same or get better.
  
  
• Overtime is very important to ALL of us because a lot of us are under-paid and need it to make ends meet. So please keep that in mind as well.
  
  
• The fact that we are being forced to make a decision that increases the company's profit, and in turn we have to bend over backwards to do it and get no sort of compensation to do it. It's bullshit and greedy.
  
  
• How does seniority relate to any of this?
  
  
• I understand the reason for 24/7 operation. However, this process to me is just another way management confronts challenges/issues. In short, the management team does not address the core problem. Rather they address the symptoms of the core problem.
  
  

Here is what I recommended:

• Shift length. Most companies that change to 24/7 end up adopting 12-hour shifts. Not all, but a substantial majority. However, since this company was located in California and not represented by a union, it would have to pay overtime after 8 hours a day. This would make 12-hour shifts too expensive, leaving them with no choice other than 8-hour shifts.
  
  
• Schedule format. In general, employees prefer fixed shifts while management prefers rotating shifts. Since this company would be using 8-hour shifts, the choice was obvious. 8-hour fixed shifts often require a few more employees than rotating 8-hour shifts, making them a much more expensive choice. Because of this, I recommended that they stay with the rotating shifts. I also warned them that with 24/7 schedules, the employees would change shifts every week rather than every 6 weeks like the are doing now.
  
  
• Shift differentials. The purpose of the shift differential is to attract employees to the less desirable shifts. Since the company was using rotating shifts, everyone was working those shifts. There was no need for an incentive. Shift differentials are only appropriate for fixed shifts. With rotating shifts, they are nothing more than a wage increase. To keep the employees' pay the same, the company should replace the differential with an across-the-board pay increase.
  
  
• Shift start times. Early start times for the day shift will result in fewer hours of sleep. When you combine this with the rotating shifts, it's a double whammy. I recommended changing the day shift to start no earlier than 6 a.m.
  
  

I've run into other companies preparing for continuous operations that were considering transitional changes that would have made the final step to 24/7 much more difficult or that would have locked them into a more costly position. That's why it's important to visualize the key features of the 24/7 schedule in advance, so that the preparatory steps are in alignment.

These are dangerous assumptions. In groups of less than 50 employees, work patterns you find searching the Internet won't necessarily be the best choice. That's because they are designed for 24/7 coverage using 4 crews. They also may have different overtime weeks. And pushing a single scheduling option is rarely going to gain widespread support or buy-in.

When I design schedules, creating the work pattern is the very LAST STEP in the process. I start by asking how the workload varies by hour of the day and by day of the week. Most organizations don't track this, but they can tell you the coverage requirements at different times of the day. Usually this is expressed in 8-hour blocks because the organization was using 8-hour shifts and they know the coverage needed on each shift. In many cases, this approximates but doesn't accurately match the work volumes.

Many smaller organizations have either a heavier or a lighter workload on weekends. Police departments and dispatch units are often busiest on Friday and Saturday, especially in the evenings or when the bars close. Other industries often have less work on the weekends and can reduce the coverage to just one or two people all day Saturday and Sunday.

Once you know the coverage requirements, you can determine whether the available resources are adequate. The resources are the staff size, absence rate, and average hours of work each week. I use a staffing calculator similar to the one on my website. You can access it here: http://www.shift-schedule-design.com/Staffing_Calculator.

Then I decide which shift lengths would best match the coverage requirements. In most cases, this is either 8-hour or 12-hour shifts. 10-hour shifts are only considered if the workload increases for 6, 12 or 16 hours a day. That's because the 10-hour shifts overlap for that many hours, depending on how you use them. For most 24/7 organizations, 10-hour shifts just have too many limitations.

The next step is to look at the preferred schedule format, i.e. fixed or rotating shifts. Although employees tend to prefer fixed shifts, they present several challenges for management. With 8-hour shifts, using fixed shifts also may require a few more employees.

The final step is to develop different work patterns. Sometimes, popular patterns such as the Panama, Pittman, DuPont, 4-on-2-off, 6-on-3-off, etc. can be used. Sometimes these patterns can be tweaked to fit the organization's overtime week. Sometimes a pattern must be created from scratch. The key point is that you should never start with a pattern. It will not ensure the most effective or efficient use of your staff. It can cause over-staffing. It can cause unnecessary overtime or sacrifice the maximum possible number of weekends off. It should always be the last step in the design process.

During this final step, other considerations may come into play. For example, the group may be able to build relief coverage or training time into the schedule. They may have a bargained requirements for no less than 2 consecutive days off. Or they may want a slow shift rotation. These often require custom-designed patterns.

One last point. I always encourage clients to choose from multiple options. This allows you to compare the pros and cons, and make the necessary tradeoffs. I also recommend that clients use a strategic schedule selection process, as described here: http://www.shift-schedule-design.com/Schedule_Selection_Process. This will lead to superior choices that are supported by a majority of the employees who must work the schedule plus managers who oversee the operation.

HR decided to convert the company's paid time-off policies to days instead of hours. The handful of employees working 12-hour shifts used to get 120 hours of vacation each year. With the policy change, they were now getting 15 days off. It was simply costing the organization too much money.

Rather than change the policy back to hours or reduce the number of days for people on 12s, HR said no more 12-hour shifts. So now the employees are facing some really ugly schedules with a limited number of weekends off. They still get 15 days of vacation, but they are 8-hour days.

The company will save money by offering less paid time-off, but they likely will have higher costs:

Increased employee turnover.

Increased absences.

Lower productivity.

More complaints and grievances.

Usually I see this in reverse. A company has 8-hour shifts and wants to adopt 12-hour shifts. If they fail to change the paid time-off policies to be stated in hours off instead of days off, they will spend a lot more money needlessly. Changing schedules should always be accompanied by a review of the policies. In this case, a change in the policies forced the organization to change schedules. What a shame!

10-Hour Shifts

The primary advantage of 10-hour shifts (and only justifiable reason for considering them) is that they enable organizations to match their coverage with a variable workload. They are able to do this because the shifts overlap one another for 6 hours a day. There are three workload patterns that can be accommodated with 10s:

1. The workload is higher for a single 6-hour period every day.

2. The workload is higher for 12 hours every day.

3. The workload is higher for 16 hours every day.

Many police and dispatch centers have workload patterns like these, which is why you will find 10-hour shifts used so often in these organizations. Companies with steady workloads should never adopt 10-hour shifts. For them, the overlapping shifts are a waste of manpower.

The primary disadvantage of 10-hour shifts is that they require more staff than 8s or 12s since they require the employees to work 30 hours a day (three 10-hour shifts) instead of the usual 24 hours. As a result, the organization would have to employ 25% more people with 10s than with 8s or 12s. Other problems with 10-hour shifts are covered in more detail here: http://www.shift-schedule-design.com/10-Hour_Shifts.

12-Hour Shifts

The key advantage of 12-hour shifts is that they will produce maximum coverage from a given set of workers. Sometimes organizations can use this "extra" output to cover absences without resorting to mandatory hold-overs or call-ins:

1. They can produce coverage that exceeds the minimum requirements.

2. They can build relief coverage into the schedule.

The biggest downside of 12s is that they require overtime in the schedule. Half the work weeks are 36 hours (three 12-hour shifts) and half are 48 hours (four 12-hour shifts). There are ways to eliminate or minimize this, but they are rarely worth the effort, e.g., see http://www.shift-schedule-design.com/Blog?m8:post=12-hour-shift-schedules-with-no-overtime.

Alternative Scenarios
If the organization has a variable workload, 10-hour shifts might be the best choice. The three situations in which 10s work best were listed above.

If the organization has a steady workload, 12-hour shifts are the obvious choice. 10-hour shifts would be too wasteful since they would require more staff than 12-hour shifts. For example, if the organization needs 4-person coverage on a 24/7 basis, this would require 21 employees with 10-hour shifts and only 16 employees with 12-hour shifts. That's 31.25% more personnel.

https://www.shift-schedule-design.com/12-Hour_Shifts
 
1. https://www.shift-schedule-design.com/Blog?m8:post=12-hour-shifts-in-smaller-companies
    
2. https://www.shift-schedule-design.com/Blog?m8:post=matching-12-hour-shifts-to-your-workload-distribution
    
3. https://www.shift-schedule-design.com/Blog?m8:post=covering-absences-on-a-12-hour-shift-schedule
   
   
4. https://www.shift-schedule-design.com/Blog?m8:post=are-12-hour-shifts-too-long
    

I also sell 2 packages with 10 different options: one with only 12-hour fixed shifts and another with only 12-hour rotating shifts. You can read more about this here:  Schedule Examples

Most 12-hour shift schedules for 24/7 coverage use 4 crews. When you divide the hours in a week (168) by 4 crews, you get a average of 42 hours/week. With 12-hour shifts, this will require half the work weeks to be 36 hours (three 12-hour shifts) and half to be 48 hours (four 12-hour shifts). 

In many organizations, especially public agencies, avoiding overtime is a high priority. They view overtime as evil or an unnecessary expense. I have repeatedly tried to argue the fallacy of this belief, yet I continue to get requests for 12-hour schedules with no overtime in them. Here are 2 articles on this topic:

1. http://www.shift-schedule-design.com/Overtime_Issues
2. https://www.shift-schedule-design.com/Blog?m8:post=why-eliminating-overtime-in-24-7-schedules-can-be-costly, 
   

Reducing the hours of work to 40 or less a week will result in gaps in the coverage and will require additional personnel to fill the gaps. In most cases, this is more expensive than simply keeping overtime in the schedule. In addition to higher costs, this will also require other sacrifices as seen in the following four approaches to eliminating overtime in 12-hour schedules for 24/7 coverage. 

Here is a key to the symbols used in the schedules below:

D12 = 12-hour day shift

N12 = 12-hour night shift

d8 = 8-hour day shift

n8 = 8-hour night shift

d4 = 4-hour day shift

a4 = 4-hour afternoon shift

e4 = 4-hour evening shift

n4 = 4-hour night shift

Here is how the schedules work. When the schedule first starts, the crews are assigned to specific weeks in the cycle. Crew A is assigned to start in Week 1, Crew B is assigned to start in Week 2, and so on. At the end of each week, the crews rotate down to the next week in the cycle. Crew A moves to Week 2, Crew B moves to Week 3, etc. When a crew completes the last week, they rotate up to Week 1. 

1. Eliminate the 48-hour work weeks. This sounds simple enough. Just change all the 48-hour work weeks to 36 hours by eliminating one of the shifts. To maintain the same coverage, this will require 5 crews (a 25% increase in headcount), rotating shifts, and a 4-hour pay cut for all employees. (Note that with fixed shifts, this would require 6 crews). There will also be one shift with double coverage (in the example below, it's the Friday day shift). Here's one example of a 5-crew schedule:

2. Include an 8-hour shift. If you devote one day a week to 8-hour shifts and give one of the three 8-hour shifts to employees who are outside the group (e.g., part-time employees), the remaining four crews would average 40 hours a week. You would have to use a 12-hour work pattern in which the 36-hour weeks and 48-hour weeks are staggered and you would have to be able to average the work hours over a 2-week period (most companies can't do this because of overtime laws). In the sample shown below, the 8-hour afternoon shift on Wednesday would have to be given to employees who are not part of the four crews. That uncovered shift is not shown in the table below.

3. Include a 4-hour shift. If you devote one day a week to 4-hour shifts and give two 4-hour shifts (or one 8-hour shift) to employees who are outside the group, the remaining four crews would average 40 hours a week. This does not require the averaging of pay over a 2-week period or a pattern with staggered 36 and 48-hour weeks. In the sample shown below, there is an 8-hour gap in coverage on Wednesday that would have to be given to part-time employees or someone outside the four crews. That uncovered shift is not shown in the table below.

4. Reduce the work days to 11.5 hours. If you include a 30-minute unpaid meal break in the 12-hour shift, you only have to pay employees for 11.5 hours. You would have to adopt a 12-hour shift pattern in which the 48-hour weeks and 36-hour weeks were staggered. This won't completely eliminate the overtime, and you would have to be able to average the work hours over a 2-week period. An example is shown below: