Changing schedules: a case for alternative work schedules

Abstract

Corporations want productivity and efficiency, while the work force is asking for more time with the family. The ability of management to juggle productivity requirements with employee demands can be difficult and requires creative solutions. The Analytical Central Call Management (CCM) group at Hewlett Packard recently piloted a compressed work week schedule, consisting of four ten‐hour work days (4 x 10). However this pilot schedule encountered many problems. After careful evaluation the key to successful implementation of this plan is cross‐training. Cross‐training will help solve some of the morale issues caused by this pilot schedule. Issues of unproductive time and lack of staff caused by absences would also be alleviated. If employers want to develop management tools more appropriate to the need of this decade’s work force and the competitive challenges of a global economy, they will have to learn to use work time and space in more appropriate ways.