Kategorie: FAQ
Auszug: Despite data-based management, companies can actively shape the human factor in planning by firmly anchoring fairness, co-determination and empathy in the planning process. This makes workforce management a real competitive advantage in shift and service operations.
How companies maintain empathy, trust and humanity in planning despite digitalization
At a time when workforcemanagement systems are increasingly automated, data-driven and process-optimized, there is a growing danger that people will fade into the shadow of technology. But the truth is: planning remains a social construct . Ea management tool that influences motivation, commitment and cooperation. If employees have the feeling that they are merely part of a s construct commitment and commitment are lost faster than any increase in efficiency can compensate for. Conversely, planning becomes a strategic competitive advantage when it integrates fairness, participation and a sense of purpose.
What is behind the human factor?
“Human Systems Integration” refers to the interdisciplinary approach of considering people, technology and processes on an equal footing. Nnot as an add-on, but as a customizable unit. In the context of personnel planningplanning this means:
- Employees need transparency about their role, their rights and their involvement in the planning process.
- Trust is created when burdens are distributed in a comprehensible manner, wishes are listened to and deviations are explained.
- Empathy in the duty roster is demonstrated by regulations that recognize the realities of life (e.g. care obligations, part-time work, desired shifts).
- Humanity means that technology does not replace people, but accompanies people and shifts leadership to shaping framework conditions.
Studies show how quickly trust dwindles when systems are rigid, intransparent or overwhelming. For example, the study “Understanding Trust in Automation: A Consideration of Human Factors and Context” (2023) by RWTH Aachen University concludes that users develop significantly less trust in automated systems if the purpose and process logic are not clearly communicated or if they do not feel involved.
Applied to planning, this means Even with perfect forecasts and optimized shifts, change will only succeed if employees understand their role, feel involved and are not perceived as mere cogs in the system.
Why the human factor is critical to success, especially in shift and service operations
Service and dialogue centers are characterized by changing requirements, high staff turnover, shift work and direct customer contact. It is not just technology that is processed here, but people who work with emotions, expectations and the realities of life.
A typical scenario illustrates the problem: a long-serving employee is permanently assigned fringe duties without compensation, even though he has repeatedly submitted preferred times. He feels ignored. The result is a drop in motivation, increased absenteeism or even resignation.
Such situations are far more than human error. They are system failures. Because if planning does not reflect human reality, motivation breaks down. Various elements make the human factor particularly relevant in shift operation:
- Predictability vs. flexibility: Experienced employees prefer predictable structures; younger employees expect co-determination and flexibility.
- Fair distribution of the workload: Peaks, weekends and public holidays must be distributed fairly, otherwise the feeling of injustice will grow.
- Co-determination and feedback: services of choice, swapping options or access to time accounts are no longer optional extras, but part of the employee experience.
- Clarity and transparency: If employees cannot understand why their duties have been assigned in this way, trust will decrease.
The consequence: planning is not only perceived operationally, but also experienced emotionally. And this has measurable effects: Satisfaction, loyalty and willingness to perform decline rapidly if the people in the system are not taken into account is taken into account.
The path from "If necessary" to "That's how it should be"
Fairness as a basic principle
Planning must be designed in such a way that employees are treated fairly. Rules on workload distribution (e.g. weekend and public holiday shifts) must be transparent, documented and compensable. A structured approach shows: Distributing workloads fairly prevents exhaustion and absenteeism.
Co-determination enables participation
Even small influences (requested services, shift swaps, availability updates) have a big impact. They signalize: Your voice counts. Studies show that time autonomy and co-determination in the personnel planning process contribute significantly to job satisfaction.
Transparency creates trust
If employees understand why certain services have been assigned, the feeling of arbitrariness is reduced. Sets of rules, evaluations and self-service portals help to communicate planning logic. Studies on automation acceptance emphasize how crucial transparency is for trust.
Leadership is shaped instead of managed
Planning is becoming a management task: team leaders not only have to operate, they also have to control, explain and think. This means: data + dialog. When team leaders react to planning data and involve employees at the same time, this creates a positive interaction between control and commitment.
Humanity in system design
Modern WFM solutions must not only be efficient, but also human. This means simple operation, participative processes, clear communication, monitoring of workload histories and feedback. Technology must be designed in such a way that it supports people, not replaces them.
The impact on business and culture
The integration of the human factor in planning pays off measurably:
- Reduced absenteeism through better load distribution and co-design.
- Increased employee motivation and lower staff turnover (a decisive cost factor in service operations).
- Higher service and customer satisfaction: Engaged employees deliver better interactions.
- Greater credibility in employer branding: If planning is perceived as fair and participatory, this has an external impact and supports recruiting.
How opcycWFM specifically strengthens the human factor
Our solution starts exactly where technology and people interact:
- Self-service portal myOPCYC: Employees can enter preferred shifts, maintain availabilities and swap shifts, among other things.
- Fairness logics and load management: Load distribution is managed systemically; peak and off-peak times are allocated fairly.
- Dashboard and KPI monitoring: Team leaders not only recognize deviations between planned and actual figures, but also plan acceptance, participation rates and workload peaks.
- Competence and development management: Planning is no longer based solely on availability, but on qualifications and workload history.
- Transparent communication: rules, exchange logic and planning criteria are visible in the system. This creates comprehensibility and trust.
With opcycWFM, you combine efficiency and humanity, control and appreciation. Planning is not a burden, but a decision for trust, participation and commitment.
Conclusion: The human factor as a key control variable
If planning neglects fairness, participation and clarity, there is a risk of loss of motivation, absenteeism and loss of loyalty. On the other hand, those who understand planning as a management process that can be shaped focus on culture, performance and sustainability. With opcycWFM, you have a tool that makes this change operationally possible.
You can find out what this looks like in practice in a non-binding and personal online demo or alternatively in our flexible on-demand demo.
