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Many organisations work with fixed, traditional cyclic rosters for positions that are time and place-bound. The amount of work expected is the key to positive results. If that quantity suddenly changes, for example due to a crisis, the occupation suddenly no longer fits. While creating and implementing a new schedule is very time-consuming, self-rostering allows for shorter plan periods, which means workforce availability can be adapted much more frequently when markets ask for it.

A large proportion of employees work irregular hours based on a schedule created by planners or managers. In many organisations, the influence of individual employees is limited or even non-existent. Collective agreements never work for everyone, and planners are overloaded with shift change requests, and the schedule's intended efficiently is never reached. The sum of individual preferences regarding working hours does not automatically lead to the number of employees that are needed. Self-rostering is a planning methodology that covers demand while simultaneously improving job satisfaction among employees.

In traditional work schedules for permanent employees, we often see that flexibility is achieved with extra shifts, longer duration of shifts (a.k.a. overtime), or hiring additional flex staff. In the case of less work, flexibility simply means letting go of temporary workers (the flexible shell). The organisation relies relatively little on the flexibility of core permanent employees. Self-rostering does exactly that, while also limiting overtime and the need for flex workers. Self-rostering makes flexibility a sustainable asset.