What Not to Do
Practices that appear in scheduling with good intentions and produce turnover, grievances or liability.
Reference
What not to do
Almost all of them transfer uncertainty from the business to the people, invisibly and in small amounts.
3 notes
Requests to Refuse
The asks that arrive once a scheduling system exists, why each should be declined, and what to offer instead.
Reference
How to Decline a Request
Refusing badly loses the argument and the relationship. Naming the reason that lands, and answering the pressure underneath.
Procedure