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August 4,
2003
Overtime Out of Control? Effective Strategies You Can
Use to Manage these Costs
Overtime can carry
an organization through treacherous times, or hasten its
descent into the red. The difference is a matter of
strategy.
PLANNING YOUR APPROACH
While overtime is often used in the heat of a difficult
moment, it can also be successfully incorporated into an
organization’s business plan. If your organization
frequently relies on employees clocking extra hours,
consider an overtime audit.
Analyze how overtime is currently used, both economically
and culturally. How many hours of overtime are used per
month? Which employees take advantage of it, and how
effectively? Has it become an expected part of their income?
Determine key periods in which use of overtime is necessary
and plan accordingly. By formally strategizing, you’ll take
the surprise and much of the stress out of the process.
SETTING LIMITS
When overtime is offered, a few employees often voluntarily
shoulder the entire burden. Consider setting individual
limits to prevent resultant health and / or motivational
problems.
According to BLR, 300 to 350 hours per employee per year is
a reasonable cap for shiftworkers.
Roger Dickerson, in a recent HR Magazine article
(June 2003, “Win the Game in Overtime,” pp. 77-79), suggests
the following rules for maximum hours:
“A general rule of thumb for maximum scheduled hours is
72 hours in a
rolling seven-day period for a period of six to eight
weeks. If you need
 longer-term overtime, the recommended limit is no
more than 48 hours
 scheduled on a regular basis over four to 12
months.”
Another strategy for handling the restriction of overtime
hours is a rotation system. In one such system, employees
sign up for overtime on a list. When an employee works a
certain number of extra hours, his or her name is scratched
off, and the next employee on the list will be eligible for
overtime. This allows for a pool of potential overtime
workers for any shift, and prevents any one employee from
shouldering too much of the burden.
Alternatively, you may wish to offer overtime only to key
employees or groups of employees who can handle the extra
hours without a significant dip in productivity.
Staff redeployment can often be used in place of, or
alongside, overtime. Increased cross training will
facilitate redeployment, allowing employees to wear several
hats during a given period. If your employees are
sufficiently cross-trained, you can also plan for the
absences that result from overwork.
If overtime is used frequently at your organization, find
out how your employees think it could be better handled. A
custom survey may let you know how the majority feels, and
can include open-ended questions that may garner innovative
strategies tailor-made to your organization’s culture.
HOW TO KNOW WHEN YOU SHOULD HIRE
As you would determine caps for individuals, you can also
set systemic limits to ensure that your organization won’t
be overtaxed by overtime.
Consider the reasons you’re using overtime. If the burden is
unlikely to abate in the near future, you may be pouring
money into extra hours that would better be spent in
training.
Some employers insist that turnover costs are higher than
overtime costs when benefits, vacation, payroll, and
training are taken into account. If this is a concern,
consider calculating the average turnover cost at your
organization using one of the numerous free turnover cost
calculators available online (search on Google for “turnover
cost” for a plethora of tools). You may find that overtime
is more costly than hiring. If the cost is the same—i.e., if
a new employee’s total compensation plus turnover cost is
the same 150% of total wages you’d spend on
overtime—remember to factor in the hidden costs that come
from overextending employees. In such cases you’d be wise to
hire instead of allowing too much overtime.
THE DANGERS OF OVERTIME
Overtime is usually a response to absenteeism. However,
exhausted employees on the clock are more prone to
absence-inducing conditions. In other words, unscheduled
overtime often creates absenteeism.
Overtime hazards include:
- Stress
- Lower levels of performance
- Fatigue-related errors
- Workplace injuries
- Sickness
- Depression
- Work / life imbalance
- Burnout
As with any change in workplace practices, make sure that
any alteration in overtime strategy is accompanied by the
appropriate communication, or you may face a backlash in
morale. In cases where overtime is only offered to specific
employees, the reasons given should be especially clear.
These flexible options are suitable only in a non-union work
environment, as union contracts govern overtime rules. By
employing principled negotiation and integrative bargaining
techniques during contract talks, however, unionized
employers may also be able to effectively control overtime
costs.
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Copyright 2007, Astron Solutions, LLC
ISSN Number 1549-0467
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