#2 Posted: 18 Jul 2007 18:12
Jhitar, this question depends on a lot of things. How much staff do you have and how much volume and of what types will you face? What are the chances that someone on one shift will not properly interpret the needs on a different shift? Will there be a strong chance that shifts will not be in synch in terms of know-how, and how to prevent that? When it comes to estimating, should you account for 20% down/absences for any shift, and do you have anything to base any estimates on? Some years ago, I had about 20 people of my own, and occasionally I would cover one or two extra teams, so that I was now dealing with more like 40 or 50. In that context, we had prescribed procedures for typical operations, and there was more than one team functioning as my team was.
In a different context I am familiar with, there were fewer people, but there was more change, and that context had me looking for ways to produce a wine bottle with one grape, so to speak. Also, look at language and who is able to do what, when. I have always assumed the worst, and I think this has enabled me to gain healthy impressions of my abilities over time, where results are concerned. There are people that have experience with way more staff members than the numbers I have mentioned. Those are the ones I am hoping you are going to see cropping up with answers for you.
When you are able to identify people that are willing to work additional hours, changed hours, that tells me that there are people within the larger view of your team that want to take themselves to the next best stage they can have at your company--and I have no idea if that holds true, only you do. I think some kind of structured thought needs to be exercised on this fact. If the flexibility involved means special results on a pay check in the place where you live, and if that is the only motivator, then I would think there is a lesser degree to be concerned with people that want to work/change their hours. Where there is little difference, then I would guess that your company and you need to look at these people as valuable inclusions within the organization--and not simply people that are "willing to comply with our workforce needs."