Hi there to everyone at HR Community, I work in a Financial Institution and we are looking at employing relief staff. Possibly 1 relief person for every 12 permanent employees so that when employees are on leave or sick we have someone readily avaialalbe to fill in. Have any of you guys used this principles, if so can you please let me have some details as to how you implemented this, also if there are any other suggestions relating to relief staff
Thanx
Aneesa Khan
South Africa
From South Africa, George
Thanx
Aneesa Khan
South Africa
From South Africa, George
Aneesa:
Some years ago I had a similar problem. How to fill temporary vacancies created by employees who were sick, out on disability or on authorized leave. We came to discover that "on call" personnel, at best, required constant (re)training as direction/ policies/processes changed, and were, at worse, unreliable.
We discovered that temporary vacancies provided an excellent opportunity to upgrade/"cross train" current employees at lower levels.
When a vacancy is created due to a temporary situation, the next person on the "ladder" moves up, the one below him/her moves up and so on until the vacancy is at the lowest level where the work can be put on "hold" for a time.
If the workload at the bottom is critical, a "must do", then a "contract hire" could be secured from a "Temp Agency", one which provides competent, short term, "extra pair of hands" personnel. (An important aspect of utilizing an "Agency" is the fact that the Company can request a different person [without penalty] if the current one does not meet expectations.)
The benefits derived by the Company:
* Higher morale - Employees saw we were willing to train/advance from within. (Of course, the transferred employee received an increase in pay.)
* Employee transferred had some perception of Company expectations, practices, and policies.
* Minimal lost productive time due to seeking advice/direction as to expectations, practices, and policies.
* "Temp" was first choice when permanent vacancy was created. Already had practical experience with the person.
From United States,
9Some years ago I had a similar problem. How to fill temporary vacancies created by employees who were sick, out on disability or on authorized leave. We came to discover that "on call" personnel, at best, required constant (re)training as direction/ policies/processes changed, and were, at worse, unreliable.
We discovered that temporary vacancies provided an excellent opportunity to upgrade/"cross train" current employees at lower levels.
When a vacancy is created due to a temporary situation, the next person on the "ladder" moves up, the one below him/her moves up and so on until the vacancy is at the lowest level where the work can be put on "hold" for a time.
If the workload at the bottom is critical, a "must do", then a "contract hire" could be secured from a "Temp Agency", one which provides competent, short term, "extra pair of hands" personnel. (An important aspect of utilizing an "Agency" is the fact that the Company can request a different person [without penalty] if the current one does not meet expectations.)
The benefits derived by the Company:
* Higher morale - Employees saw we were willing to train/advance from within. (Of course, the transferred employee received an increase in pay.)
* Employee transferred had some perception of Company expectations, practices, and policies.
* Minimal lost productive time due to seeking advice/direction as to expectations, practices, and policies.
* "Temp" was first choice when permanent vacancy was created. Already had practical experience with the person.
From United States,
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