Much has been made in the business press of late
about the increasing use of adaptive work scheduling
technology and policies by labor-intensive companies,
to more closely match employee staffing with demand.
Wal-Mart, for example is creating some raised
eyebrows with its latest steps to introduce flexible
workforce scheduling, in which predictable, static
work shifts could become a thing of the past as the
company, in an effort to improve customer service
and efficiency, asks many of its 1.5 million employees
to be more flexible in their work schedule
expectations.
Wal-Mart is by no means alone in this endeavor.
According to SAP product literature for its StaffWorks
workforce management system, companies like
BestBuy, The Children's Place, Circuit City, Foot
Locker, GAP, IKEA, Lowe's, Nike, and Starbucks
are “reaping the benefits of automated workforce
management.”
Predictably, hard positions are being taken on both
sides of the issue by folks who may have an axe to
grind, or are unwilling to change.
It would be beyond foolish for any labor-intensive
employer not to look constantly for ways to match
supply of labor with demand. That is particularly the
case with near term increases to the federal minimum
wage almost certain. Moreover, as levels of customer
service continue to sink to new lows, greeting one’s
customers with the right number of well trained,
smiling faces is a clear opportunity to separate from
the herd. Emphasis, though, must be placed on
the ‘smiling’ part.
It’s one thing to spell out for a prospective employee
that their work ‘schedule’ as it were, will consist of a
handful of core hours augmented by on call
availability, AND that the only way to earn enough
hours to be eligible for benefits is to go along with
the program.
It’s something quite different, though, to announce
to a group of incumbent employees who were hired
with a very different set of expectations that their
life is about to be turned upside down. Successfully
transitioning these folks to a radically different ‘deal’
requires time, consideration, and maturity. If we’re
not careful, we wind up with some pretty disillusioned
(make that angry) people who’ll be spending more
time worrying, and complaining, about their own
situation than whatever the suddenly dwindling
number of customers want.
We salute efforts to incorporate some technological
elbow grease into a process that is as tedious as it is
important. If you’ve ever done labor scheduling for a
group as small as ten people, you’re well aware that
each and every combination and permutation carries
costs, benefits, and a host of implications. And every
single variation will make someone unhappy.
Yet, there are a whole raft of reasons to keep human
logic (if there is such a thing), and managerial
discretion very much in the mix. One thing we’ve
learned from our current book project is that there is
a big difference between ‘labor optimization’
and ‘effort optimization.’
Back in the dark ages (late 1970’s), one of us worked
his way through college as an overseas telephone
operator for AT&T Long Lines. This was back when
you needed human intervention to call just about
anywhere outside North America. In addition to 400
operators, we had a staff of three, and a computer
the size of a stretch Hummer dedicated to matching
precisely the number of operators on duty to the
traffic load at any given moment. Let any world
event hit the news, and reinforcements were called in
urgently to work the lit-up switchboards. People were
sent home just as quickly as soon as the Hummer
sensed even a momentary lull in the world’s appetite
for conversation.
The department was called the Computer Automation
Group, acronymized to CAG. So rigid was the
application of its decisions, though, that we all
referred to it as “Can’t Argue with God.”
Even today’s scheduling software will likely never
understand that because they unwillingly shared the
same boyfriend for a while, Tawny and Mary Sue
don’t exactly get along, and scheduling them
together is not a good idea, for anyone. Nor will it
figure out that, because she’s afraid of losing
benefits eligibility, Cyndi will declare herself available
to be scheduled 24x7, and when the belchfire system
schedules her for an 11PM close on Friday, and a
5AM open the next morning, that might be just a little
bit much! Similarly, it’ll never know that Nils, Peter,
and George get along so well that when they work
together, the work becomes an afterthought, and the
line is out the door. And the list goes on.
There are some things we can and should do to ease
the transition to a world where everything, including
workforce scheduling is less rigid and shorter cycled:
1. With all due respect to the folks at SAP, let’s
remember that workforce scheduling is a little more
involved than ‘putting butts in seats.’ There are
humans involved, with feelings, families, needs, and
parts that break.
2. Someone remarked to me the other day that “the
law is hardly a lofty standard.” Truer words were
never spoken, and in this case, that translates to the
premise that, just because we can jerk
someone around doesn’t mean we should.
3. Regardless of how much technology we put into
the mix, let’s make darned sure that we’ve got
managers involved who are allowed, and expected to
think.
4. As in the case of Cyndi (above,) the issue of
healthcare, and in particular, health insurance is
pervasive. None of us can afford to sit back and wait
for others to bring solutions to the table. We’ve got
to get busy – now.
Godspeed!