A workforce that experiences less erratic scheduling is more stable, which makes it a steadier and less costly workforce.
Consider the possibility that these corporate executives may have been the root of their own problems for a long time and that some local governments are resolving the issues for them, despite their fear and complaints about the lack of people wanting to return to work, the difficulty in finding enough workers for “low wage” jobs, and the fear of unionization among retail and factory workers.
Chicago, New York, Los Angeles, and Seattle are a few of the places that have work scheduling rules in place. These rules, which differ from city to city, essentially mandate that a business, such as a retailer, give their employees enough notice before scheduling work, or else the employer would be penalized by both the city and the employee.
Retail chains with more than 300 employees worldwide are subject to the law in Los Angeles. In this case, the merchant is required to give the schedules to the staff at least two weeks beforehand. Any modifications to the employee’s schedule that occur during the two-week period must be accompanied with “predictability pay,” or extra money to make up for the disruption in work schedule. Also, the Los Angeles Fair Work Week ordinance mandates that workers take at least ten hours off in between shifts. An employee who works consecutive shifts is paid extra; for example, they get paid time and a half each hour.
Low-wage workers may better prepare for childcare, transportation, and personal care appointments if they are aware of work schedules enough in advance. These are the kinds of critical things that many higher-paid executives take for granted but which we all truly should and do care about. Furthermore, a workforce with less erratic scheduling is more stable overall and hence more steady. Lower turnover equals lower costs and higher productivity.
An employee experiences less stress the greater consistency in their schedule. As a consequence, the worker has a more positive outlook and becomes more task-focused. Even if a shop occasionally overscheduled one or two employees, the return on investment from consistent staff scheduling is higher than that of having underproductive staff or a high employee turnover rate.
Recall that these workers are usually the last to handle the goods and services that a consumer has purchased from you. They also deal directly with customers. These workers have the power to build or destroy the reputation of your business. Why shouldn’t they be entitled to the same scheduling regularity that everyone else in your organization desires and enjoys?
