Should they stay or should they go? Balancing your staff's overtime hours

The year 1982 included many memorable events.

Michael Jackson’s “Thriller” album was released. The AT&T monopoly was ordered to break up. Argentina invaded the Falkland/Malvinas Islands. The first episode of “Late Night with David Letterman” aired on NBC. Meanwhile in a bustling grocery store, this newly married 24-year-old was working as an assistant produce manager.

We’d just opened a monster of a new store. A flagship model with over twice the square footage of most produce departments at the time, complete with two wet racks, a salad bar, a newfangled pre-cut packaged salad line from a local processor, never-ending customer traffic and heavy volume. It was a little overwhelming.

It didn’t help that my produce manager at the time was steely-eyed — an all-business type of guy.

He expected the crew to toe the line, to maintain strict stock level and especially high sanitation standards. He was on constant guard, getting frequent sales readings and keeping meticulous records. If it was measurable, it was in his notebook that he kept in the equally neat and tidy backroom desk.

One area we learned to pay close attention to was labor — especially, minimizing any overtime.

The same year, English punk rock band The Clash released a popular song that asked the rhetorical question in the title lyric, “Should I stay or should I go?” It was a catchy, relationship-based tune. Since I was the steady late-shift management guy in the large crew, the produce clerks would approach me as the end of their shift grew closer. The song bounced playfully in my head as they asked if they should stay — or go.

I couldn’t help but ponder further on the subsequent lyrics: “If I go there will be trouble.” (“Yes,” I thought. “We’re slammed. Customers everywhere. We’re busy!") “And if I stay there will be double.” (“If the clerk stays, it’s overtime. I’ve been warned to send these guys home on time by the produce and store managers. Still, we could really use the help.”)

“So come on and let me know / Should I stay or should I go?”

Related: Read more insight from Armand Lobato

Of course, I asked them to stay on for another hour. “I’ll take my lumps,” I thought. What’s the popular business maxim? “Better to seek forgiveness than ask permission.” Or at least, it’s easier to explain that because of heavy sales a little overtime was spent than to explain why stock conditions tanked.

As the years wore on and I eventually managed my own produce stand, overtime hours were a constant topic in Monday morning meetings. Most store managers tolerated a token amount, but everyone had their tipping point where they blew a gasket over excessing overtime, so it behooved department managers to remain vigilant.

I understand. Overtime should be avoided. However, I’d rather schedule regular-pay, full eight-hour shifts when managing a produce department, recognizing what needs to be accomplished — as opposed to intentionally underscheduling or scheduling fragmented shifts in hopes that the job might still get done, setting the stage for possible pricey overtime. Every retail manager knows a schedule’s weak points, such as during weekends or evenings.

Overtime can also create a potential safety hazard period. (See “Produce safety is no accident” in PMG magazine’s May-June 2023 issue.) In reviewing lists of on-the-job injuries, our company shared that many mishaps occurred while a clerk was working overtime. That makes sense, as fatigue makes a person susceptible. This alone should be something a manager considers when deciding whether to ask someone to extend a shift or not.

Mostly, overtime hours wreak havoc on the labor dollars aspect of managing produce. Overtime bumps the hourly pay scale to time-and-a-half. Of course, unforeseen circumstances sometimes outweigh everything, such as when you’re dealing with sick calls or when foul weather limits who can even make it to work that day. But those examples are the exception.

It’s wise to schedule by expecting the best business — not fearing the worst. It’s best to keep an eye on the clock and on the produce clerks, sending them on regular breaks and lunches. As their shift concludes, thank them for their efforts that day and send them home.

And try not to get this silly “Should I stay or should I go?” song stuck in your head.

Armand Lobato works for the Idaho Potato Commission. His 40 years of experience in the produce business span a range of foodservice and retail positions.