24/7 Workforce

Not long ago I was an observer of a somewhat heated debate about how technology would usher in a new order of workforce optimization (WFO) that would reduce costs and maintain service levels. The kind of popular thinking that gets dragged into our consciousness by editorial comment (Squeezing the human assets by Penelope Ody Financial Times Jan 2006). The debate was actually generated during a post portem of a multi-million pound project consigned to the 'bin' (public money of course who else's) after revealing what would normally be the 'blindingly obvious' to any manager living in the here and now. Things like scheduling staff assignments when staff were not working, or the managing unbelievingly complex EEC Working Time directive - which actually aren't.

It won't be the first time that technology is used to shroud good basic outcomes by complex must do it all solutions that rarely see the light of day. For example, designing a system so that high performing staff are given shifts that match their preferences more often than less valued employees. This is not a technical problem it is an ethical one which needs resolving if it is not to result in systemized discrimination - you can't get more systemized than a computer so managers, beware what you ask for.

Hillel J Einhorn spent a lifetime researching how we make judgements. He discovered "In complex situations, we may rely too heavily on planning and forecasting and underestimate the importance of random factors in the environment. That reliance can also lead to delusions of control".

Staff scheduling software is good but when used to judge employee (human) value without defined criterion it is about as random as it gets. A defined criterion will of course help employees (and everyone else for that matter) to judge you. On balance it should work but somehow I don't think so.