Predictability as a success factor: keeping employees motivated and healthy despite overtime

The demands placed on company employees sometimes increase suddenly and unexpectedly - for example, when

• new orders come in unexpectedly and have to be processed promptly or
• unforeseen problems arise during everyday work or
• many employees are sick or on vacation at the same time or
• vacancies remain unfilled for longer than expected due to the shortage of skilled workers.

Goal: Making overtime bearable

In all these situations, employees usually have to work overtime for a more or less long period of time. This means that they either have to work more during their regular working hours or do overtime or possibly even work extra shifts.

This often raises the question for their employers: How can I organize overtime in such a way that

• my employees do not perceive this as an imposition or even harassment and
• they remain able and willing to perform, even though the extra work is a real additional burden for them?

Employees want their work to be predictable

A study published in the specialist journal "Personnel Psychology" entitled "I didn't see that coming!..." comes to the same conclusion: How employees react to overtime depends heavily on how predictable it is for them.

The study in question compared the effects of expected and unexpected additional workloads on the well-being of employees, among other things. The results show: A high discrepancy between the expected and actual workload triggers stress and worry among employees - for example, because they then ask themselves questions:

• Can I do this in the time available to me? Will someone help me if I need it?
• Will I have to throw my daily, weekly or even life plans out of kilter and work overtime because of the extra work?
• Is this an exceptional situation or will it become the rule in future?

Unexpected extra work causes stress

Or to put it another way: Unexpected additional work significantly impairs employees' need for self-determination and their desire to have everything under control or under control - in a negative way. In addition to a physical burden, it is usually accompanied by an additional emotional burden. And if the situation persists, this often leads to employees feeling increasingly exhausted over time and sometimes even "burning out".

This is a situation that many hospital and nursing home employees are familiar with, for example. Due to the acute shortage of skilled workers at their employers, they often already know: "As soon as I get home, I get a call asking if I can work an extra shift or come in early the next day because..." A work situation that wears employees down in the long term and often ultimately leads to them changing their job or even their profession at some point.

Informing employees at an early stage

The study published in the journal "Personnel Psychology" confirms what many employers and managers know from practical experience: Employees are generally willing to work extra hours when necessary - at least as long as they identify with their work and their employer. However, it is important that their lives and work remain largely predictable for them and that the overtime does not come as a surprise, like a bolt from the blue. For example, five minutes before the end of the working day, because by then they usually already have other plans for the rest of the day - even if it's just to do the shopping and cook for their loved ones. The same applies to the weekend, for example.

Seeking dialogue with employees

Managers should therefore inform their employees as early as possible about (possible) overtime. This is usually possible, as their employers always know how many employees are on vacation and need to be covered and when. Likewise, managers do not usually only find out on Friday afternoon that an important meeting is due on Monday morning for which a presentation still needs to be prepared. They also know that filling a vacant position usually takes longer than a week or two in the current labor market situation.

They would therefore usually have enough time to talk to their employees early enough about upcoming or emerging peak workloads to ensure that

• they can adjust emotionally to the additional work and
• organize their other life in such a way that it does not result in any consequential problems for them.

Another advantage of discussing the issue at an early stage is that, if necessary, possible alternative solutions can be developed or support measures can be organized for the employee to help maintain their well-being and performance.

Employees are not just employees

In general, companies should not underestimate the importance of binding (work) schedules for the majority of their employees wherever possible and should also seek to discuss their organization with them. After all, all employees are not just employees; they also have many other "hats" on their heads. For example, they are also

• Life partners or singles looking for a partner,
• Parents of children or children of parents in need of care,
• Association members or volunteers,
• proud home, garden or dog owners,
• enthusiastic concert and moviegoers or church or flea market visitors
• and, and, and...

Additional work forces employees to reorganize themselves

And they want or have to reconcile all of these roles in their day-to-day work. It is therefore important to inform employees of any peak workloads at an early stage so that they can

• can meet all the requirements resulting from their various roles and
• can plan and balance their lives in such a way that they (still) feel comfortable in their own skin.

They can only do this if they know,

• when I have to work and when I don't,
• on which days am I so exhausted after work that I can no longer do this or that?

Taking employees seriously as people too

Working time schedules that are adhered to as far as possible are therefore also a signal to employees that they are also perceived and valued as people. And this in turn is a prerequisite for them to identify with their employer and be prepared to take its needs into account when planning and organizing their lives.

For this reason, managers should always warn their employees in advance if a potential additional workload is foreseeable - for whatever reason. They should also ask them to what extent and under what conditions the additional work is compatible with their other tasks and interests. This strengthens the employees' individual sense of control and self-determination. In addition, they should, as far as possible,

• the opportunity to have a say in work planning and
• (if required) targeted support in stress phases

because: Only if cooperation is based on mutual give and take will employees be prepared - at least in the long term - to give their "best" for their employer (or their team), even if this partially runs counter to their personal interests.

Do not take the extra work performed for granted

And another tip: It is not a matter of course that employees work extra hours or overtime (even if quite a few employers see it differently). So you should also thank your employees for the extra work they do - even if they are paid for it or receive time off in lieu, because: Flexibility is also a valuable asset in the modern working world.

About the author: Sabine Prohaska is the owner of the consulting firm seminar consult prohaska. The author of several specialist books, she supports companies in developing a new learning culture and culture of cooperation in their organization (www.seminarconsult.at).