Rank: New forum user 
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Does anyone have any tips on convincing senior management to manage workloads better for insufficient staff levels when they have external pressures from clients? As this is the root cause to many of our incident reports / undesirable behaviours observed.
Edit: Other than using the legal, financial and moral arguments. Edited by user 27 January 2025 15:07:33(UTC)
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Rank: Super forum user 
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Find out the latest management fads and buzzwords that they have been sold and link it to those, in a way that will give them all the credit if the improvement happens.
Also see if you can find one sympathetic person among them who can infiltrate the rest.
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 3 users thanked Kate for this useful post.
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Rank: Super forum user
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Hi horslen If you are managing to identify resource constraints as a common underlying or root cause of incidents then I think you are well on the way, so perhaps you should recognise that all is not as gloomy as you make out! In many organisations with such constraints there would be significant organisational pressures not to do such thorough investigations. So, somwhere in the organisation you probably have the allies that Kate refers to. Good luck, P
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2 users thanked peter gotch for this useful post.
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Rank: Super forum user 
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You seem to be suggesting that there are not enough people and that those that are there are rushing and making mistakes or deliberately taking short cuts to speed things up. This is then in turn showing up as the root cause of the accidents. You note that it is driven by clients, so does that mean the actual problem is with the sales team signing up to unrealistic time scales, and so every now and then things become manic. Or is it that there is just a shortage of people and those remaining are trying to take up the slack all the time. If it is the second one, is that because they don’t want to employ more people, or they can’t get the people. If you look around there seems to be shortages of people everywhere in most industries. The question becomes do you have a plan that would help or have you just identified a problem and thrown the hand grenade over the wall so to speak. If it is the first option where they don’t want to employ more, then as suggested above find one of the management team that takes your point of view. However, I would add that it can be anyone in the company that has the senior managers ear (someone they trust and talk to) that could be the sales supremo or the cleaner. Persuade them to see your point of view and hope they will then also discuss it to those at the top. You note about the Moral, Legal and Financial arguments in your post. However, with financial it is not just fines or FFI but also the loss of production and reputation from letting the client down. If you have injured employees, then less work will be done. This may partly depend to the seriousness of the injuries of course. You may have an old school management team who believe they are doing no wrong and that all accidents are the fault of the careless employees. These types are the hardest people to get through to as they don’t respond to logic that well. Best of luck Chris
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3 users thanked chris42 for this useful post.
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Rank: Super forum user 
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Always hard to advise from the outside lookign in with very limited knolwedge of the situation. Form the description given, one thing I'd suggest might be worth looking at is staff retention - are people leaving frequently - if so it is a good indicator of an unhappy workforce. Improve working conditions, improve morale, increase retention, increase productivity etc. Can also look at things like 5S/6S to improve workplace layout/maintenance etc that again can improve efficiencies (less time searching for missing tools etc). Maybe a focus on preventative rather than reactive solutions and the benefits of fixing a problem before it occurs - and all the financial/production/efficiency benefits that can bring. At the end of the day if management aren't willing to listen and/or try new methods then they will need to employ more people and/or continue to struggle. If you do have "willing" management then ask them to spend a day on the shop floor so they can see for themselves what the team are u against - it might prove an eye opener to them (seeing what goes on rather than looking at spreadsheets) can sometimes do the world of good for all involved.
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4 users thanked grim72 for this useful post.
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Rank: New forum user
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Thanks all for your input, it’s much appreciated. I shall go back to the drawing board.
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