After 26 years of working with hourly employees all the way up to senior corporate executives, one thing strikes me as a universal truth – We don’t like to be told what to do.
Shift workers are no different.
Knowing this, at Shiftwork Solutions, we have developed a process of communication and participation to help us through our change process.
Companies typically come to us with a shiftwork issue such as “I need to start running my 5-day operation 24/7.” They expect us to do some math, which we do. They expect us to work out the policies and staffing numbers, which we do. They expect us to examine product flow and create a solution that fits their entire situation, which we do.
But most of all, they expect us to bring the workforce along on the ride.
We accomplish this using the following basic steps:
- We make sure the reason for change is real and understandable. This is then communicated to the workforce. Instead of saying, “We are changing,” we say “We need to change and this is why.”
- We tell the workforce what their level of involvement will be. While some decisions are the job of upper management, many issues can, and should, be resolved using input from those most affected. For example, the workforce can’t say, “Turn down that customer order because I want the day off.” However, they can say, “I like this amount of overtime and I like my shifts to start at this time and I like longer shifts to give me more days off.” All of these preferences can be managed in such a way as to have no impact on cost structures or productivity. In short, if you can find areas to let the employees have their say, then do it.
- We educate the workforce. This comes down to eliminating the fear of the unknown. People that are unclear on what is happening tend to resist change. They can become angry over a situation that only exists in their mind; where they filled in the blanks because no one else would. They need to know what is possible and not possible. For example, employees prefer you to hire additional crews to work weekends. If you just say no, then the argument still exists. If you say, “No and this is why,” the argument, and thus resistance fades away.
These three steps are very broad-strokes being used to briefly explain a complicated process. The basic point is this: If you want to maximize the result of any change, then use a process that results in the workforce supporting that change.
If you have any questions, I can be reached at Jim@shift-work.com or you can call me at (415) 265-1621.