Collective Options - self rostering
Collective options - Self rostering
Self-managing or 'rostering' means allowing staff to schedule their working day to meet the requirements of service delivery or production. This system is usually based on teams comprising the necessary number of staff and mix of skills to carry out the tasks required.
At Bristol City Council Library Services self-rostering was piloted as a solution to widespread staff unhappiness about the way managers organised rosters. Some managers were initially sceptical about the pilot because of tight staffing levels but senior management saw it as an opportunity to address staff demoralisation while freeing up managers for service development and promotion.
At Leeds General Infirmary self-rostering in the cardiac intensive care unit has been successfully introduced with staff benefiting from the ability to arrange their hours around domestic commitments while absence levels have been reduced and retention improved.
Self-rostering can:
- give employees greater control over the scheduling and organisation of their own work
- allow greater flexibility to meet commitments outside work
- reduce pressures on line managers
- achieve a better match between staff levels and fluctuations in demand
- improve retention rates.
Organising self-rostering requires staff to:
- individually state their preferred working hours
- identify hours which they specifically do not want to work - 'veto hours'
- review the resulting draft roster to see if there are mismatches between available staff and hours which must be covered
- agree a final roster to cover all hours required.
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