Maximizing Retention: Engagement Strategies for Local Government Shift and Low-Wage Workers

It’s challenging to pinpoint the exact number of shift and low-wage workers in local governments in Washington, as there are no comprehensive statistics. Studies from the Federal Reserve and the Economic Policy Institute show that around 16% of workers in the United States had irregular schedules in 2022. Part-time workers had a greater likelihood of having an inconsistent schedule. 

Irregular schedules contribute significantly to higher turnover rates and decreased employee engagement. According to Shiftboard's 2023 State of the Hourly Worker Report, 75% of hourly workers identify work-life balance as important to job satisfaction, surpassing traditional considerations like pay and benefits. This highlights the importance of accommodating needs such as childcare, parenting schedules, and social activities.

In 2020, Brookings classified 44% of employees ages 18 to 64 as low-wage workers. Despite the high turnover in this population, Harvard Business Review found that the majority of low-wage workers wanted to remain with their employers but were driven by factors described below to seek employment elsewhere. 

In response, local governments need to support the unique challenges faced by shift and low-wage employees, including incorporating scheduling stabilizing processes scheduling when possible and offering support for their education and career development. 

Retaining Shift Workers

Here are a few policies to help with retaining shift workers.

Offer Advance Notice When Possible

A 2019 Bureau of Labor Statistics report found that 31% of those with less than a high school diploma were notified of their work schedule less than one week in advance, compared to 14% of workers with a bachelor's degree or higher. Additionally, 36% of these workers had no flexibility in their schedules, with their employers determining their work hours without their input. Of these workers, 15% learned their schedules with less than one week’s notice.

This type of scheduling irregularity is classified as “scheduling risk,” which Peter J. Fugiel of the Washington Center for Equitable Growth, says “lowers job satisfaction and reduces by 10 percentage points the probability that a worker will remain with the same employer over a period of 2 years.”

To remediate scheduling instability, Fugiel mentions the success of Fair Workweek Laws that require employers to provide two week's notice or pay for schedule changes. He mentioned improvements in health and economic security following Seattle's Secure Scheduling Ordinance (for retail and food establishments with more than 500 employees), which passed in 2017.

Keep Scheduling Consistent and Offer Workers Control of Their Schedules

Shift workers highly value consistency in their schedules, with 88% of respondents to Shiftboard emphasizing the importance of consistent work schedules week over week. Without this consistency, nearly 46% of workers reported they would consider leaving their current jobs.

Further, 78% preferred to choose their own shifts, rather than having them assigned, while 76% desired the flexibility to trade shifts once they are assigned.

Many hourly workers are even willing to make trade-offs to achieve this control—40% said they would accept a pay cut for more scheduling control. Additionally, 44% said they would consider leaving if they had trouble communicating schedule changes, such as a sick day, to their employer.

One effective way to build trust is through transparent scheduling practices. Managers can foster transparency by giving employees advance notice of their schedules, offering flexibility to incorporate employee preferences, and regularly seeking feedback to improve the scheduling process.

Retaining Low Wage Workers

Here are a few policies to help with retaining low-wage workers.

Understand that low-wage workers often want to remain in their employment long-term

A Harvard Business Review study of 181,891 workers found that low-wage workers are typically inclined to stay with their employers, with 51% having worked at their company for four years or more, and 17% having been there for over 10 years. These employees also tend to hold positive views of their employees, with 47% saying they would be very likely to recommend their job to a friend.

“Against their own strategic interests, organizations are doing very little to attract and retain low-wage workers. They may have policies and practices in place to do so, but they’re doing a poor job of following through on them,” argued Joseph B. Fuller and Manjari Raman in Harvard Business Review.

Let workers choose where they want to work when possible 

Hourly workers place a high value on location, as it directly impacts on their commutes. In fact, 64% of workers who changed jobs cited greater convenience in getting to work as the primary reason, surpassing pay (43%) and team support (41%). However, employers often overlook the significance of commute convenience, with location not even ranking in the top five reasons workers might leave a job (Harvard Business Review).

Foster a positive work culture and provide career development opportunities

Employers often mistakenly believe that investing in low-wage workers is not worth the cost, fearing that employees will leave for better opportunities after receiving training, said Fuller. Over 50% of workers reported that their managers never discussed what skills they should develop to advance, and only 55% said they had ever had a mentor or supervisor who helped them succeed (Harvard Business Review).

Rather than constantly replacing employees, employers should focus on fostering upward mobility for their current workforce. Research shows that 74% of workers would prefer to stay with their current employer if there were opportunities for advancement (Fuller). Some workers even expressed a willingness to remain in their current role without a pay increase if the employer provided skills training (9%) or more responsibility (6%) (see the Harvard Business Review).

To improve retention, local governments should provide mentorship, career pathways, and clear guidance on learning and development to low-wage workers. Employers should proactively engage in career conversations, highlight clear career paths, and offer mentorship.

Supporting Your Most Vulnerable Workers

Even if they cannot increase wages, local governments should rethink their approaches to engaging and retaining shift and low-wage workers by addressing inconsistent scheduling and limited opportunities for advancement. By implementing strategies such as ensuring consistent scheduling and advanced notice, providing workers with greater control over their hours, and supporting career development, employers can improve job satisfaction and reduce turnover. Investing in shift and low-wage employees contributes to long-term stability, as workers are more likely to stay where they feel valued, supported, and given opportunities for growth.