![3D"County](3D"http://www.naco.org/cnews/standing/newlogo.gif") National = Association=20 of Counties * Washington, D.C. Vol. = 33, No.=20 12 * June 18, 2001
It=92s 2 AM =97 Why Am I=20 Awake?
As this gets written, as I try to fall asleep, there are tens = of=20 thousands of public employees all over America who are also wide = awake =97=20 on purpose. They are the law enforcement and corrections, = fire-rescue,=20 health care, maintenance, transportation, emergency dispatch and = other=20 employees working the night shift. From an HR prospective, these employees are working on the = least=20 desirable shifts, yet we rely on and expect top performance and=20 appropriate behavior from our night shift colleagues. However, we often respond to the need for trained, committed = night=20 shifters with the employment model of a prior century. First, we = ask for=20 volunteers. Getting none, we pass the slot along to the person = with the=20 least seniority. This venerable approach is enshrined in most = union=20 contracts. Unfortunately, a pure reliance on seniority may lead to a = situation=20 when the night shift is crowded with the least experienced, least = trained=20 staff members operating with the least effective supervision and=20 administrative backup. This is particularly difficult because = major events=20 or anomalies can occur at night, and the employees are expected to = handle=20 the problems. We also respond to the difficulty of recruiting night shift = employees=20 by providing some relatively small shift differential or monetary = reward.=20 This is an important and traditional ingredient in a complicated = issue.=20 However, the complexity includes other factors. Added to the mix is the fact many night shifters may have never = seen=20 the director or other top managers, who are perceived to be at = work only=20 during the day. Just as workers in outlying geographic locations = can come=20 to feel isolated and neglected, so can night shifters. When these = feelings=20 of abandonment are accompanied by poor supervision, the results = can be=20 mischief, high liability and eventual ugly surprises for the = elected and=20 appointed officials. Frequent shift changes may appear to be an antidote. However, = an=20 approach that rotates shift assignments every three or four months = can=20 also create personal and family stress affecting health, attitude, = attendance, retention and performance. When the employee is a = single=20 parent, or cares for an elderly parent, the complications = increase. The HR Doctor firmly believes that shift workers need proactive = attention by managers. Here are some =93treatments=94 that might = help. First, involve the night shifters in regular, periodic focus = groups to=20 discuss the specific conditions which contribute to the positive = and=20 negative aspects of night shift work at various locations. Many = ideas not=20 previously considered by management might result. Take the = suggestions=20 seriously and provide feedback to the employees about what became = of their=20 ideas. Take extra steps to recognize and =93honor thy night = shifters.=94 A very=20 critical part of a strong manager=92s success comes from reward = and=20 recognition of others. Just saying =93thank you=94 is a great = start. Create a=20 =93night owl=94 or =93night watch=94 award for employees who take = action to=20 correct problems or emergencies. Keep employees informed about the difference their work makes = to the=20 organization and to the community. Let the night shift at an = airport know=20 about the number of flights that land and take off at night, the = number of=20 passengers involved, the economic impact on the community = resulting from=20 the operation. Present information on what the community would be = like if=20 the operation at the wastewater treatment plant or 911, or other = 24/7=20 operations wasn=92t there. Help develop a pride in the unique = circumstances=20 and conditions present for the night shifters. Third, as managers and supervisors, deliberately seek ways to = =93exceed=20 the expectations=94 of night shift employees. Surprise them with a = thank-you=20 breakfast one morning at the end of their shift =97 perhaps even = cooked by=20 the director! As a manager, show up, visit and be visible = regularly during=20 the night shift. Attack the perception that management forgets = about these=20 employees. Demonstrate that the perception is wrong by your = visible=20 presence. Consider whether or not a manager can be assigned to an = =93overlap=94=20 shift. If the night shift hours are 11 p.m. to 7 a.m., as many = are,=20 consider having an administrator work a =93normal=94 daytime shift = beginning=20 at 6 a.m. The presence of such a person who can be accessible to = night=20 shift employees and supervisors can be very valuable in dispelling = the=20 isolation idea. Coincidentally, the person can help the day shift = managers=20 better understand what goes on at night. The day shifters can also = be=20 isolated from their late night colleagues. Working at night frees up daytime hours for some employees to = return to=20 school. Make sure the organization appreciates the value of = employee=20 development and has a strong tuition reimbursement program in = place. Childcare is a particularly difficult issue for many parents = working at=20 night. Most agencies don=92t have an on-site day care center. = Besides,=20 counties can have scores, if not hundreds of different work sites. = Having=20 one childcare center will not be convenient for many people, = especially in=20 a geographically spread out county. Here is another HR Doctor=20 prescription: Get a list of licensed child care organizations in the and send = a=20 letter to every one. Offer a =93deal.=94 The center would agree to = give county=20 employees a substantial discount, and perhaps extend their = operating=20 hours. In return, the county will be a publicity agent of the = childcare=20 center. Centers equipped to enroll children who may be disabled = should=20 also be specifically sought out. Many childcare centers struggle to keep enough children = enrolled. This=20 barter approach could help all parties. In fact, some centers may = indicate=20 that if they could be guaranteed that two or three more children = would=20 enroll, they would open throughout the night. The county can be a catalyst for enhanced opportunities for = employees=20 to get the childcare they need at discounted rates and at multiple = locations. The cost of this initiative is tiny. In a world where concern about elder care will grow = tremendously in the=20 coming years, try this same approach with all licensed adult care=20 facilities! In all of these cases, don=92t forget about the power = and=20 advantage of a using a =93flexible spending account=94 benefit = (IRS Code=20 Section 125). The message here is =93don=92t ignore or take for granted the = people who=20 work nights.=94 In a world in which customers increasingly demand = 24/7=20 service, governments =97 especially the most responsive one, local = governments =97 will increasingly make services available at all = hours. We=20 may all be working the night shift some day! Enough middle of the night writing. Time to go back to bed!=20 Fortunately, tomorrow is Saturday and I have the weekend off to = try to=20 sleep late. Now about those employees who work weekends and = holidays =85 The HR Doctor wishes you pleasant dreams! Phil =
Rosenberg
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![](3D"http://www.naco.org/cnews/standing/1hr.gif")
![](3D"http://www.naco.org/cnews/2001/01-6-18/images/NightOwl.jpg")
The numbers on the clock radio seem too bright. The =
HR Doctor=92s=20
sleep is rarely disturbed, but for some reason, I=92m wide awake =
at two in=20
the morning! The normal therapies aren=92t working. These include =
some milk,=20
reading a book, silent meditation, a quiet chat with Kamala, the =
HR Dog,=20
etc. Even reading some previous HR Doctor articles isn=92t helping =
me to go=20
to sleep.