A weekly rota for ten stores is written three times before it goes on the noticeboard.
Store management reports the demand, workforce scheduling sets the shifts, then holiday, sick notes and a promotion weekend get in the way. Every change triggers the same checks: who holds till authorisation, whose hours are already close to the limit, who can step in from the neighbouring store. By the time the rota goes up, someone has reworked it three times.
10storesThe same weekly rota is produced for ten sites in the group.
148employeesFull-time, part-time and casual staff with different qualifications.
3rota versionsDemand report, first draft and rework after the first absences.
11 hoursa weekThat is how much time workforce scheduling spends on replanning alone.
Workforce scheduling spots Saturday's gap as early as Wednesday and plans once instead of three times; that is the 20% less planning effort.
The 20% reduction in planning effort is this agent's headline figure. The eleven hours of replanning a week reflect a scheduling team responsible for ten stores and are not measured values.