As Logistics I don't ask people to work harder, I simply set the day up to get caught up the next day or the day after in the event we are unable to complete our workload. Most days most callouts wont hurt us, certain callsouts can a lot more than others simply because the person is a great worker but for the most part 1-2 people missing wont prevent us from missing our goals.
Although i remember awhile back we had a sunday where I had to jump in and run flow because they got hit with a 2600 piece truck with at 260 repack and 23 hours of autos on a sunday and had 7 callouts so only 14 people to work the whole truck and a hardlines-ETL running the truck(no flow TL at the time and ETL-LOG's weekend off), needless to say we made some sacrifices but were able to catch up the next day, actually did pretty well considering.
Many changes at our store had occurred because of our poor attendance and inability to hold onto workers, change to using the wave, hell i had to go though and train just about new person hitting flow and backroom and made sure to train replacements for key workers, plus trained the new trainers to make sure they put an emphasis the whole job vs just key parts, like you know actually naming everything in the store so people don't get confused when target talk goes on, instead of just teaching people to stock or pull/backstock.
Used to be if a select few people called out a whole section of the store essentially wouldn't get done because no one else was trained on it and the former TL was incompetent at everything except at yelling at people to work faster.
Things like electronics flow used to only have 1 person trained now has 4, backroom has 2 instead of 0 for the lock-up. Our old electronics person did flow electronics, pulled and backstocked it all, even picked up all of daysides CAFs and go-backs simply because he found it annoying they never finished it the day before and ruined his hard-counts, really an unreasonable workload, AP loves him too because theft in electronics dropped as he reported everything in such detail it lead to a string of resolutions, his reviews essentially said "walks on water 5%" needless to say everyone that was on day-side electronics has been let go and we have a new TL for that area.
We now have 4 people in flow who can do breakout for hardlines by heart vs just 1. 3 people for all of baby breakout/hardlines vs just 1. 8 people trained in softlines vs just 3/4, 6 people trained to work in the steel vs just 2, have nearly half of the backroom trained as backroom closer and mid-shifts in case one of them leaves. All the training that should have been going on for years finally had time after change of STL, plus we are actually retaining workers better now don't actually expect a callout everyday from flow/backroom and job abandonment is way down. We might actually retain people longer than a year, probably not as the majority of our logistics hires are college students and the pay is still meh.