You're a planner

Insufficient capacity management makes it impossible for planners to meet scheduling demands. As a planner, solving staff shortages means asking for shift changes, asking people to work overtime, and hiring temporary workers. You rely on the co-operation of already busy employees, putting you in a position where you are constantly solving last-minute problems and exchanging needs for favours. With self-rostering, all these issues are history.

When it comes to self-rostering, employees distribute shifts themselves within a framework of rules and conditions (such as occupancy requirements). Self-rostering is based on a transparent and objective values-based methodology, supported by software that ensures rules are adhered to and employees work their contracted hourses. Adjustments required to meet occupancy needs are made within the team. The planner's role shifts to that of a facilitator and process supervisor - a distinctly different role that comes with reduced responsibility in terms of the burden of planning.

Self-rostering contributes to the creation of rosters that employees are committed to. The resulting increased productivity and reduced absenteeism leads to to fewer shift changes and shift swaps. Utilisation of available personnel capacity therefore improves, which contributes to the planner's added value.