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Standby your man!

Standby your man

Didn't find your answer?

No, I am not a Tammy Wynette fan - just an HR Manager with an unhappy team of Maintenance / Equipment Engineers who have asked that we change our arrangements / payments for callouts and introduce a standby fee.

So my question is - what do you pay for standby and callouts?

We currently pay £20 for £40 depending on the time / day.  It has been this way for the last 10+ years.  They have proposed a standby fee of £15 each day from Monday to Thursday and £50 on Friday, Saturday and Sunday (£210 a week). Plus increasing the callout pay to £40 and £50.  This seems a bit steep to me but I have nothing to judge this against.

Please help!

Thank you.

Replies (4)

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By Joanne Jeffery
29th Sep 2010 12:48

We currently pay a Stand by Payment of £120 per month but as far as I know the engineers take it in turn each week on a rota basis, agreed within their own department.

Call out payments are a minimum of 4 hours at their normal basic rate (per call) but if the call takes longer than the 4 hours they are paid for the full time of the call at their normal hourly rate except on Sundays or Bank Holidays when this is at Double Time.

We have a policy that covers this I would be happy to send it to you if you drop me an e-mail.


[email protected]

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29th Sep 2010 13:43

Thank you ever so much for your reply.

Kind regards


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By alisonrbcm
02nd Oct 2010 17:34

In addition to any responses here you may want to ask your purchasing or facilities departments what information they could provide to help you benchmark the pricing suggested by the team.

I’m also reminded, for some reason, of what happened in the documentary ‘ban the boss’ with Dr Paul Thomas. As I recall one team did make recommendations regarding increasing pay for some members. It certainly had the impact of improving performance. So you may find it pays for itself?

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By BizDoc
03rd Oct 2010 15:33

 The problem I've found over the past 10 years, is no matter what bonus, cover payment you will create, 20/30 % at least will be unhappy. You will also create 'counter-intuitive' outcomes in the system or organisation, some you won't see for sometime.

An example of this is when one large company introduced a bonus to reward staff who didn't take time off ill. It improved the attendance figures, but failed to improve company performance or outcomes as staff who when ill would stay away to recover, came in and spread the germs. This is of course a simple example of linear thinking, a simple answer will change the outcomes the way you want. It won't, unless you, like in my organisation you trust the workers to come up with the solutions themselves. 

Perhaps starting with the core questions, such as what at the end do you require? Happier staff? then it might not be all about the money. We found, and still require our organisation to 'reward' staff by giving 'freedom', 'achievement' and 'power' not money. Allowing staff to decide their 'reward' will not always end up with pay! I know this sounds daft to some, but in 10 years of research and company change, in 26 companies we have only ever increased pay twice. Once, to bring all staff to the same level (the Binmen) and recently for equality (women were paid less than men for the same job!!! I know 2010!). Yet we have never failed to improve the outcomes, performance and sustainability. 

We find people use other rewards much more, especially if they know all the information. Do they know income, expenditure, cash flow.... they should!

I know this isn't giving you what you want, a simple answer, but there are no simple answers. We think there are, and thats the rub! A simple answer to a human problem, creates, others, many others as a result. 

The way forward, is to know what you require at the end and hand over the information you will use to make the decision, to the staff themselves and stand back for a lot of ideas to solve the issues. Implement all...... why not? 


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