In a bold move to improve efficiency without resorting to mass layoffs, the Ghana Publishing Company Ltd has implemented a 24-hour shift system to address longstanding overstaffing and skills mismatch challenges at the state-owned firm.
Speaking on Citi Eyewitness News, the company’s Chief Executive Officer, Nana Kwasi Boatey, revealed that when he took office, the organization was bloated with excess staff—many of whom lacked the necessary qualifications or training in publishing and printing, the core business of the company.
“The truth is that the company was significantly overstaffed. Not only that, but many workers were not trained in the field,” Boatey said.
Political Appointments Created Skills Imbalance
Boatey attributed the problem to years of political interference and unstructured recruitment, where individuals were appointed based on connections rather than competence.
“You had a publishing company where people trained in agriculture were handling finance, and carpenters were assigned to marketing,” he disclosed, describing the situation as not only inefficient but harmful to professional standards.
Innovation Over Termination
Rather than pursuing job cuts, Boatey and his team took a more strategic route: realign staff roles based on their qualifications and implement a night shift to retain surplus workers while boosting productivity.
“Under normal restructuring, many would have had to go home. But we introduced a night shift, which allowed us to retain the workforce while extending our operational hours,” he explained.
With a total workforce of around 250, the CEO noted that only about 150 employees were necessary for a single shift. The night shift, therefore, served as a win-win — preserving livelihoods while enabling round-the-clock production.
Operational Gains and Efficiency Drive
The new shift system has reportedly yielded significant operational advantages, including faster turnaround times and increased output. Boatey emphasised that aligning staff with their areas of training has also improved morale and job performance.
“Once we got people into the right roles, and added the night shift, the entire work culture began to shift in a positive direction,” he said.
A Model for State-Owned Enterprises?
The Ghana Publishing Company’s approach stands in contrast to the typical playbook of cost-cutting through downsizing. Boatey’s strategy may offer a blueprint for other public institutions grappling with similar issues of inefficiency, politicised hiring, and poor workforce planning.
As the company moves forward, its transformation could become a case study in how leadership, innovation, and staff optimisation can revive a struggling state enterprise — without sacrificing jobs.
