To answer this question, most companies create an on-call rotation schedule which rotates who is on-call. This is generally done on either a daily or weekly basis. For example, if there are five people in your group, including yourself, you are each on call once every five weeks for a one week period.
The truth is that no one really likes to be on call; however, people are generally willing to tolerate it under the following circumstances:

1. They think the rotation schedule is fairly distributed and they are not being treated unfairly

2. The nightly and weekend processes are fairly stable and generally run without human intervention

3. They have the skill to correct problems that arise or know who to call for backup if they can not fix the problem themselves

4. If the rotation is not too disruptive to their personal/family life

I hope you find the below list to be fun and a little informative

#10 Tell your Java programmers how much you like .NET and visa versa

#9 Gossip about your staff in the office, on your Facebook page, and in the restroom without checking to see that no one is in the stalls.

#8 Put next year’s salary plan on your whiteboard and forget to erase it

#7 Pick your favorite staff members and let everyone know who they are

#6 Have really boring weekly staff meetings and make them three hours long

#5 Take credit for great tech work done by your staff members, even if you have no clue how the work was done

#4 Make your Help Desk staff wear strict business attire.

#3 Schedule a lunch meeting and forget to order the food

#2 Specialize in reverse complements like “Good job! Nice to see you didn’t screw up that last project for a change”

#1 Name your network servers after Star Trek, Star Wars and Matrix characters and spell all the names wrong

I ordered my soda, went to the first window and gave them my dollar and change and proceeded to the second window to pick up my drink. The person at the second window handed me a bag of food. I told him I just ordered a soda and gave him the food back. After some confusion and a minute or two looking at computer monitors, he gave me my soda. I then asked him for a straw. He told me the straw was in the bag and again handed me the bag of food. I again told him I did not order food and all I wanted was a straw for my drink. Dazed and confused, he called the manager over. The manager looked at the computer monitor and asked me what I had ordered for dinner. I told him I just ordered a soda. After a minute or two of deliberation he gave me my straw and gave the now cold bag of food, that we played catch with, to the person in the car behind me.

The moral of the story is that when processes break down (in this case due to an unexpected order during dinner time) the manager must have a deep enough understanding of internal business processes to analyze the problem and make appropriate corrections. Also, if the manager had empowered his staff to make small decisions regarding customer care, the employee could have made the decision to just give me my straw and let me go on my way.

When you promote someone, you are telling that person and the rest of your team that the person being promoted embodies the desirable qualities, attitude, and attributes that deserve recognition and promotion. As a result, you are telling the rest of your staff to model that person’s behavior. Promoting someone is the strongest statement you can make to the other people on your team about what it takes to be promoted.