Originally Posted by
Not DJSapp
First example is similar to Magnificent Unicorn, we set daily production targets. Hit them and we're done and you get paid 8. Crew got it down to where they were done in 6.5 (18% faster). Which was nice until we ran into some problems further down the pipeline and it's a one way street on paying the crew. I blew my labor budget by 15%, which was our margin. Would we have made budget if I worked the crew 8's every day? Possibly, but the crew would have been a bit more tired so maybe they wouldn't have put as much work in place every day. In all honestly, I think that crew would have been happier working 50 hour weeks and getting the OT.
Second example was the steak streak. Weekly $200 steak dinner gift card for each member of the crew for beating the previous 2 week's production. That worked well, but motivation fell off toward the end as they got to the most efficient the job could be reasonably done for.
All of these incentives and paying more for fewer hours always sounds great, until there is a problem to work through.
Engineers and staff, their work product can't truly be accelerated and condensed. They are coordinating, planning, and meeting. Many jobs when we're in the thick of it can have over 20 hours a week of scheduled meetings. Not counting travel time to said meetings. We still need time to do all those things we talked about in the meetings. My biggest frustration in summer interns that take their 'your salary is based on a 40 hour week' to the letter. We're often dealing with situations in the field well after the 8 hour day is over and we're ready to dish out tasks to the team and they're long gone. Sure, they're interns and the expectation is low, but being the supervision level your entire existence is to provide for the crew building the work. If you're not there prepping everything for the before they arrive and cleaning up issues after they're gone, how can you justify your position? Supervision must be onsite as long or longer than the crew.