Talk about being jerked around!! This was predictable, of course,
but still disgusting. How to fight this? any ideas?? Sally
Wal-Mart Seeks New Flexibility In Worker Shifts
3 January 2007
<javascript:void(0)>The Wall Street Journal
A1
The nation's biggest private employer is about to revamp the way it
schedules its work force, in a move that could shake up many
employees' lives.
Early this year, Wal-Mart Stores Inc., using a new computerized
scheduling system, will start moving many of its 1.3 million workers
from predictable shifts to a system based on the number of customers
in stores at any given time. The move promises greater productivity
and customer satisfaction for the huge retailer but could be a major
headache for employees.
The change is made possible by a software system that can crunch an
array of data, part of a shift toward computerized management tools
that can help pare costs and boost companies' bottom lines. But it
also could demand greater flexibility and availability from workers
in place of reliable work shifts -- and predictable paychecks.
Wal-Mart began implementing the new system for some workers,
including cashiers and accounting-office personnel, last year. As
the world's largest retailer, the Bentonville, Ark., company often
sets the standard for others, and many chains already are heading in
the same direction.
Others that have rolled out advanced scheduling systems in the past
year or are currently doing so include Payless ShoeSource Inc.,
RadioShack Corp. and Mervyns LLC. Payless expects to have its system
in 300 of 4,000 stores by the end of January. The system, designed
by Kronos Inc., tracks individual store sales, transactions, units
sold and customer traffic in 15-minute increments over seven weeks,
and compares data to the prior year's, before scheduling workers.
Payless hopes to "optimize our schedules to better anticipate when
customers will be in our stores so that we can better engage them,"
says Larry Leibach, the shoe retailer's director of project
management.
A company using these fine-tuned programs might start the day with a
few employees on hand at many stores, bring in a bunch more during
busy midday hours, and gradually pare down through the day before
bulking up for the evening rush.
Staffing is the latest arena in which companies are trying to wring
costs and attain new efficiencies. The latest so-called
scheduling-optimization systems can integrate data ranging from the
number of in-store customers at certain hours to the average time it
takes to sell a television or unload a truck, and help predict how
many workers will be needed at any given hour.
Companies also hope the scheduling systems will cut litigation by
helping them comply with federal wage-and-hour laws, and variations
at the state level on everything from the timing and frequency of
breaks to how many hours minors can be scheduled. Moreover,
retailers say tighter scheduling lets them better serve customers by
shortening checkout lines.
"There's been a new push for labor optimization," says Nikki Baird
of Forrester Research Inc. "You want to have the flexibility to more
closely match . . . shifts to when the demand is there."
But while the new systems are expected to benefit both retailers and
customers, some experts say they can saddle workers with
unpredictable schedules. In some cases, they may be asked to be "on
call" to meet customer surges, or sent home because of a lull,
resulting in less pay. The new systems also alert managers when a
worker is approaching full-time status or overtime, which would
require higher wages and benefits, so they can scale back that
person's schedule.
That means workers may not know when or if they will need a
babysitter or whether they will work enough hours to pay that
month's bills. Rather than work three eight-hour days, someone might
now be plugged into six four-hour days, mornings one week and
evenings the next.
Some analysts say the new systems will result in more irregular
part-time work. "The whole point is workers were a fixed cost, now
they're a variable cost. Is it good for workers? Probably not," says
Kenneth Dalto, a management consultant in Farmington Hills, Mich.
Unions have criticized Wal-Mart for its scheduling changes, saying
the company is forcing people to be available to work more hours
each week but to sacrifice a more regular schedule. Paul Blank,
campaign director for WakeUpWalMart.com, funded by the United Food
and Commercial Workers union, says the new scheduling system has
"devastating implications" for employees. "What the computer is
trying to optimize is the most number of part-time and least number
of full-time workers at the lowest labor costs, with no regard for
the effect that it has on workers' lives," he says.
Wal-Mart spokeswoman Sarah Clark says the system isn't intended to
schedule fewer workers, and hasn't where it has been implemented so
far. The company says that in one test last year in 39 stores, 70%
of customers said the checkout experience had improved. "The
advantages are simple: We will benefit by improving the shopping
experience by having the right number of associates to meet our
customers' needs when they shop our stores," Ms. Clark said.
In the past, store managers for Wal-Mart and other huge retailers,
including Sears Holdings Corp.'s Kmart, Payless and J. Crew,
scheduled workers based on store promotions and weekly sales figures
from the previous year. By comparison, the software systems created
by workforce-management software companies such as Workbrain Inc.,
Kronos and CyberShift Inc. rely on real-time data feeds, such as
sales rung up at the cash register and customer traffic.
The systems can boost productivity by freeing up managers. While it
can take managers an entire day to create schedules for several
hundred workers at a single big-box store, staffing can now be drawn
up across an entire company in a few hours. Workbrain says it
generates schedules for Target Corp.'s 350,000 U.S. employees at
1,500 locations in less than six hours. Target declined to comment
on its scheduling system.
Store chains spent $55 million on licensing fees for
work-force-management software in 2005, up from $44 million in 2004,
according to AMR Research Inc. in Boston. AMR analyst Robert Garf
estimates revenue for these systems grew by 15% to 20% in 2006.
"We're really at this tipping point today," he says.
Wal-Mart is rolling out the new "optimizer" system from an outside
vendor in all its stores and for all employees this year. Wal-Mart
asks hourly employees to fill out the hours they can work on
"personal availability" forms. A copy provided by WakeUpWalMart
states that all full-time cashiers and customer-service workers are
encouraged to consider including "if at all possible" a weekend
shift every week. "Limiting your personal availability may restrict
the number of hours you are scheduled," the form reads.
Some workers say the form has been used to pressure them to be open
to more shifts. Tami Orth, a full-time cashier in Ludington, Mich.,
says she used to work a regular schedule of nearly 35 hours a week,
with Mondays and Wednesdays off. In May, managers began to assign
her as few as 12 hours a week, and her shifts began to fluctuate.
"You can't budget anything," says Ms. Orth, who earns $9.32 an hour.
Some longtime workers also say they believe managers use the system
to pressure them to quit. After working 16 years at a Wal-Mart in
Hastings, Minn., Karen Nelson says managers told her she had to be
open to working nights and weekends. After she refused, her hours
were trimmed, though they have been restored in recent months. "The
store manager said he could get two people for what he pays me,"
says Ms. Nelson, who earns about $14.50 an hour.
Ms. Orth and Ms. Nelson both had contacted union critics of the
company in recent months.
Ms. Clark denied managers use the system to pressure people to
change their availability or force out seasoned workers. She also
said the new system makes schedules more consistent.
==========================
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