Let's say you have a large group of employees in the same job/position (we'll say more than 10 for the sake of argument, but in manufacturing and call center environments, it could be hundreds). How do you handle scheduling? The time-tested way in most environments is to use seniority - the longer you've been at the company, the earlier you get to pick your shift relative to your peers.
That usually meant that the newbies had to work nights and weekends, while the more experienced got
nights and weekends off. Pay your dues, talented newbie, and perhaps you'll hang on long enough to get the hours a "normal" person works. Seems like that usually happens at the 6-12 month mark based on turnover in most environments.
I've been in environments with hundreds of employees in the same position, and we always talked about changing up the scheduled procedure to focus on performance rather than seniority. The main reason we didn't tweak it was employee relations. At the end of the day, we didn't want to risk alienating more tenured workers with average performance, which heightens the risk of unions organizing in many shops that fit this scenario.
Of course, there's always someone who's ready to mix it up, which is healthy. That someone, in this case, is the Ann Taylor retail clothing store, and Knowledge at Wharton gives us the rundown:
"Ann Taylor Stores -- a New York-based retailer of upscale women's clothing -- is using a new computer scheduling system that assigns the busiest and most desirable hours to employees with the strongest sales numbers. Those with less success on the selling floor get far fewer and less desirable hours when new schedules are posted.
While Wal-Mart Stores, Payless ShoeSource and other major retailers have moved to computer-driven scheduling systems that put more workers on the floor at the busiest times, Ann Taylor has added the dimension of individual sales productivity to the equation. Employees who were interviewed by The Journal say the system has resulted in sharp cutbacks in hours for some employees and has diminished morale. One worker who typically was assigned a regular 34-hour-a-week schedule before the system was installed had been cut back to just eight hours in some weeks. "Computers aren't very forgiving when it comes to an individual's life," one former Ann Taylor employee told the paper."
Hat tip to Ann Bares, who checked in on the topic over at Compensation Force, gives her thoughts:
"Ultimately, perhaps, this system has the desired effect of shaking out the less talented workers and leaving behind those with the most sales competency. While this churn is happening, however (and I would imagine that it happens on an ongoing basis as the workforce turns over), you have the likelihood of serious morale issues as employees who are struggling to achieve sales targets see their schedules shift and their hours drop, presumably until either their expenses or their frustration levels drive them to quit. Where does coaching and training come into play here? Or does it? As the article points out, information technology is no substitute for sound management."
Of course, most (if not all of us) will agree with Ann, when she says that a scheduling system that focuses on performance over tenure is no substitute for coaching and solid performance management (before the annual review).
The bigger play for me? Time is running out for companies to take a chance with systems like this. The potential passing of even a watered-down version of the Employee Free Choice Act (EFCA) is going to make the change, the management related to a switch like this, impossible.
Why? There's employee relations risk any time you switch from a seniority scheduling module to something more progressive.
And that means you don't take risks that alienate average performers. Kind of stinks for the high performers, doesn't it?
