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Workforce Asset Management Book of Knowledge by Lisa Disselkamp

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UNIT FOUR

Scheduling and Labor Management

SCHEDULING PRESENTS BOTH STRATEGIC AND tactical problems. Rather than trying to label it one or the other, a Workforce Asset Management Professional (WAM-Pro) knows that solving scheduling issues begins by breaking down the drivers and influencers. When creating a schedule there are some consistent drivers such as: budget, work hours or hours of operation, and compliance laws. These are complications that are either unavoidable or difficult to influence. The other set of scheduling considerations is based on dynamic resources and evolving demand, such as: workforce (absences, availability, capacity, fatigue, productivity, etc.) and workload (emergencies, priorities, high/low sales or customer volume, task management, etc.).

It is important for the WAM-Pro and the workforce management office(r) (WMO) to recognize the reality of scheduling—both from the employer and employee standpoint. One schedule is not a fit for all. Some departments or industries operate 24/7 and are highly variable, while others operate on a more 9 a.m. to 5 p.m. schedule and are more stable. Still other industries are seasonal in nature, seeing spikes during the holidays or seasonal changes. Some workers have constraints on their time due to child care or a second job, while others may not have constraints but rather limited abilities. Today, workers are more diverse and transitory, and want more influence over work-life balance. Many households are no longer made ...

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