• Evaluation of Working Time models

Evaluation of the workforce management process

 Evaluating the success of a project involves different discernible levels of time:

  • ongoing evaluation (e.g. regular reflection regarding the own method of operation, testing mid-term results) helps recognize developments at an early stage and provides more time to counteract if necessary. It should definitely be built into the project-design. Ongoing evaluation can also prevent destabilization (where a group becomes unsure of whether there is any point to its actions) and can make it harder for project opponents to undermine it.
  • evaluations at completion (was the project successful or not?) are important for the development of future projects.
  • evaluation of long-term project-success.

Michael Kundi’s writings regarding the topic of shift-planning in the “Shift-Planning Handbook” are also applicable to the evaluation of working time models in general: 

“It is important to keep in mind that an introduced shift-plan can turn out to be inadequate, even if employees themselves wished for it. That is because it is very difficult, and actually impossible, to predict all effects a shift-plan may have. 
Probationary periods of at least three or, even better, six months are necessary to  properly evaluate how well the company and the employees are coping with a new shift-plan. If, after such a time-period,  a non-negligible number of those effected believe that the shift-plan is not beneficial, modifications should be implemented. This should be relatively simple, given that the probationary period clarifies which aspects are not beneficial, permitting a targeted approach to the planning of improvements.”