Quote:
Originally posted by stretch
I'd like to hear from others where shiftbids fit on the 'pain and suffering' index, and how you approach this chore. Any suggestions are welcome.
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I agree with the other comments about the need to keep the number of across the board shift bids to an absolute minimum.
When across the board shift bids absolutely must take place, I would come up with a standardized ranking method well in advance and make sure that every single rep in the call center knows
exactly how it works. This will minimize morale problems and help you better handle the disgruntled workers who ended up getting a "bad shift."
I would weigh seniority very heavily in the ranking method - but I would not use it exclusively. Attendance is also an important component - if you don't show up for work and are not punctual and we haven't fired you because we are so desperate to keep every warm arse in a seat that we can, well, you will pay
big time come next shift bid. I would also consider including significant points off in the ranking for those who are at a certain point down the path of progressive discipline - especially if you are working in a company where the HR department and/or upper management is reluctant to let you get rid of the bad apples because of attrition concerns and wants you to "work with them" beyond what is otherwise rational. By lowering the rank of those on discipline, the shift bid may have the added benefit of encouraging some of your "problem children" to leave on their own. If too many people in your call center were hired in at the same time to make seniority a significant determining factor in the bid, then you will want to include a heavily weighted performance component.
What you have undoubtedly discovered is that some shifts are more popular than others. As has been suggested in other postings, use "mini shift bids" as "desirable" shifts open up and use new hires to backfill the "less desirable" shifts.
Ultimately, the solution rests with finding people who
want to work the so-called "less desirable" shifts. In many respects, this is a challenge that is largely solved in the recruiting process. If everyone wants to work to work the morning shift but you are having difficulty filling the late afternoon shift - then
only hire people who
want to work that shift, even if it takes you a while longer to find those people. During the interview process, be very up front with your applicants about the shift bid process and explain that there will be a lot of existing employees ahead of them in line for the morning shifts for the foreseeable future. Let them know that, if they cannot work the shift they are being hired for, you will have no need for them - and then
stick to it. It is not uncommon for people to outright lie in the interview process and tell you how much they would love to work an afternoon shift - only to suddenly come up with a tear jerking sad story once they are trained about how a desperate daycare situation or a lack of a ride suddenly makes it necessary for them to have a day shift. Tell them how badly you feel and how much you will miss them. Give in and everyone else will come up with their own sad stories - and then call you on your inconsistency if you fail to buy in. I would actually go so far as to have all new hires sign a piece of paper during the hiring process explicitly stating that they understand and accept the fact that they
will be required to work a certain shift.
You probably find that you have a small core of people on the "less desirable" shifts who actually
want that shift. Talk to them and find out why - and then talk to your recruiting department about devising creative ways to find other potential employees in similar situations.
Another thing that will help is to be flexible enough to work out win-win scheduling situations. Perhaps an employee has classes or important personal business to attend to on certain days of the week. Give them the time off they need - in exchange for them working when you need them the most. You might also consider allowing fully trained employees in good standing to go part time if the hours they work help your staffing situation. I have done this a number of times to fill holes in weekend and evening schedules. Sometimes people want to go part time because of school. Others want to try out a job somewhere else - but stay on part time with you and keep a door open if things do not work out. Indeed, you might want to be the one to proactively make such an offer whenever a good employee gives notice. I have done that a number of times and it has worked out well. Sometimes they continue on part time until they have completed their probationary period with the other company. And some continue on longer as they enjoy the extra income. In a few instances, the other job did not work out and I ended up having valuable employees come back on board on a full time basis.