Definition - Attendance: The act or fact of attending (being present at) work. It is also used to define the number of persons present at work.
Examples - Attendance: Rob had a wonderful work attendance record; he rarely missed a day. The attendance on the first shift averaged only 75 percent on Mondays.
Definition - Attendance Policy: The guidelines and expectations for employee attendance at work are defined, written, disseminated, and implemented by an organization.
Also Known As: Attendance policy is sometimes used interchangeably with absenteeism policy. In my view, an attendance policy is much more narrowly defined and limited to attendance, as opposed to absenteeism policies which address absenteeism management issues and more.
Sample - Attendance Policy: No-Fault Point System: The goal of this attendance policy is to reward good attendance and eliminate people with poor attendance. It uses a point system and does not excuse or unexcuse absences.
- Each absence = 1 point (no multi-day occurrences)
- Each late in (tardy) or early out = 1/2 point
- Each no-show for work = 2 points
- Each return with no prior call = 1 point
- Each absence-free quarter eliminates all points and rewards the employee with a day off with pay.
- Each employee starts fresh, with no points, each year.
Disciplinary Action:
- 7 points = verbal warning
- 8 points = written warning
- 9 points = 3-day suspension
- 10 points = termination
Source: About.com
From India, Gurgaon
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672Examples - Attendance: Rob had a wonderful work attendance record; he rarely missed a day. The attendance on the first shift averaged only 75 percent on Mondays.
Definition - Attendance Policy: The guidelines and expectations for employee attendance at work are defined, written, disseminated, and implemented by an organization.
Also Known As: Attendance policy is sometimes used interchangeably with absenteeism policy. In my view, an attendance policy is much more narrowly defined and limited to attendance, as opposed to absenteeism policies which address absenteeism management issues and more.
Sample - Attendance Policy: No-Fault Point System: The goal of this attendance policy is to reward good attendance and eliminate people with poor attendance. It uses a point system and does not excuse or unexcuse absences.
- Each absence = 1 point (no multi-day occurrences)
- Each late in (tardy) or early out = 1/2 point
- Each no-show for work = 2 points
- Each return with no prior call = 1 point
- Each absence-free quarter eliminates all points and rewards the employee with a day off with pay.
- Each employee starts fresh, with no points, each year.
Disciplinary Action:
- 7 points = verbal warning
- 8 points = written warning
- 9 points = 3-day suspension
- 10 points = termination
Source: About.com
From India, Gurgaon
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Hi!
Work attendance is the reason why people apply for employment and are hired by the company. The employee promises to report for work (for a number of hours per day) in exchange for a salary. This is the essence of the employer-employee relationship. The employee works, the company pays. NO WORK, NO PAY! Less work, less pay!
The employment contract must make it clear to the employee that the company is hiring him to work, and not to take a rest, vacation, and other forms of leave. The employee must understand that absence from work is a violation of the essence or spirit of the employment relationship and contract.
When the very essence or spirit of the employment relationship is violated, then the contract is breached. When a contract is breached, then it can be rescinded or thrown away. The employment relationship between the employee and the company ceases to exist.
Things in the workplaces, however, have changed. Thanks (?) to labor laws and HR practitioners. Labor laws, Labor Codes, Employee Handbooks, Code of Ethics/Discipline, have made the words "leaves, absences, tardiness, undertime, AWOL, flextimes, etc." come into being.
Unfortunately, perhaps without knowing it, they have "distorted" the true meaning and spirit of the employment relationship, in the guise of benefits, improvement in labor relations, and improvement of working conditions.
Today, people can be paid even without working. People can come to work for less than the agreed number of hours they have promised to work. People can recover their tardiness and get full pay for the day by working the same length of time after the official work hours. People can avoid "disciplinary action" by making sure that they don't breach the limits provided for their undertime, their tardiness, and even their AWOLs.
Today, many productive hours of the HR manager are wasted in managing these distortions of the employment relationship. Organizations can even get sued for illegal dismissal when they attempt to break employment relationships with employees engaged in massive "absenteeism".
Best wishes!
Ed Llarena, Jr.
Managing Partner
Emilla Consulting
From Philippines, Parañaque
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Work attendance is the reason why people apply for employment and are hired by the company. The employee promises to report for work (for a number of hours per day) in exchange for a salary. This is the essence of the employer-employee relationship. The employee works, the company pays. NO WORK, NO PAY! Less work, less pay!
The employment contract must make it clear to the employee that the company is hiring him to work, and not to take a rest, vacation, and other forms of leave. The employee must understand that absence from work is a violation of the essence or spirit of the employment relationship and contract.
When the very essence or spirit of the employment relationship is violated, then the contract is breached. When a contract is breached, then it can be rescinded or thrown away. The employment relationship between the employee and the company ceases to exist.
Things in the workplaces, however, have changed. Thanks (?) to labor laws and HR practitioners. Labor laws, Labor Codes, Employee Handbooks, Code of Ethics/Discipline, have made the words "leaves, absences, tardiness, undertime, AWOL, flextimes, etc." come into being.
Unfortunately, perhaps without knowing it, they have "distorted" the true meaning and spirit of the employment relationship, in the guise of benefits, improvement in labor relations, and improvement of working conditions.
Today, people can be paid even without working. People can come to work for less than the agreed number of hours they have promised to work. People can recover their tardiness and get full pay for the day by working the same length of time after the official work hours. People can avoid "disciplinary action" by making sure that they don't breach the limits provided for their undertime, their tardiness, and even their AWOLs.
Today, many productive hours of the HR manager are wasted in managing these distortions of the employment relationship. Organizations can even get sued for illegal dismissal when they attempt to break employment relationships with employees engaged in massive "absenteeism".
Best wishes!
Ed Llarena, Jr.
Managing Partner
Emilla Consulting
From Philippines, Parañaque
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If anyone reading this has an attendance policy in place, please email it to me at marcia.schneider@us.penguingroup.com. I am trying to gather guidelines as to what constitutes excessive tardiness, early outs, etc.
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Hi!
I suggest you join the Policy Center for FREE corporate operating policies and manuals. The site is: <http://finance.groups.yahoo.com/group/policy_center>
I think this matter has been covered by us in several policies and handbooks that my outfit (Emilla Consulting) has done before. However, if you want a specific and customized Attendance Policy, let me know so we can develop one for you, BUT for a FEE.
Best wishes.
Ed Llarena, Jr. Managing Partner Emilla Consulting
From Philippines, Parañaque
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I suggest you join the Policy Center for FREE corporate operating policies and manuals. The site is: <http://finance.groups.yahoo.com/group/policy_center>
I think this matter has been covered by us in several policies and handbooks that my outfit (Emilla Consulting) has done before. However, if you want a specific and customized Attendance Policy, let me know so we can develop one for you, BUT for a FEE.
Best wishes.
Ed Llarena, Jr. Managing Partner Emilla Consulting
From Philippines, Parañaque
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A few quick thoughts on this jaundiced view of the working class.
First, examine your employment policies, practices, behavior, pay, and values.
Often, employees not coming to work has more to do with the workplace than with the supposed laziness of employees. I suggest that you first start with a rigorous exploration of the above factors. Is the workplace safe, for example; is the work boring, repetitive and lacking in any intellectual or emotional stimulation; is the work well-paid; is it conducive to teamwork and harmony; are employees given some control and encouraged to contribute ideas and suggestions?
These are just a few thoughts made on the run, and there would be a range of other factors that could be considered in any analysis of workplaces. I also suggest a 'workplace climate' survey be undertaken to find out from the employees themselves what they think about this issue and to try to identify the reasons for not attending work (if not genuinely unwell).
In short, people (generally) are not shirkers, but they do need to feel worthwhile and be treated with courtesy, dignity, and respect. If they are a whole new workplace beckons!
Bernard
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First, examine your employment policies, practices, behavior, pay, and values.
Often, employees not coming to work has more to do with the workplace than with the supposed laziness of employees. I suggest that you first start with a rigorous exploration of the above factors. Is the workplace safe, for example; is the work boring, repetitive and lacking in any intellectual or emotional stimulation; is the work well-paid; is it conducive to teamwork and harmony; are employees given some control and encouraged to contribute ideas and suggestions?
These are just a few thoughts made on the run, and there would be a range of other factors that could be considered in any analysis of workplaces. I also suggest a 'workplace climate' survey be undertaken to find out from the employees themselves what they think about this issue and to try to identify the reasons for not attending work (if not genuinely unwell).
In short, people (generally) are not shirkers, but they do need to feel worthwhile and be treated with courtesy, dignity, and respect. If they are a whole new workplace beckons!
Bernard
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My attendance policy is focused on being an 'employer of choice' and making the workplace an attractive place to be. For example, well-paid, treating all employees with courtesy, dignity, and respect; encouraging excellence and innovation, promoting teamwork, providing as much autonomy and control to employees as is safe and practicable, and having an employer mission and vision based on decent human values.
It is also vital to have excellent recruitment and selection policies and practices that improve the odds of attracting and selecting excellent employees.
Good luck,
Bernard
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It is also vital to have excellent recruitment and selection policies and practices that improve the odds of attracting and selecting excellent employees.
Good luck,
Bernard
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Good morning! I was wondering if you had any success in finding an attendance policy. I am also looking to make some changes at my employment and implement a new attendance policy. Any assistance you could give would be greatly appreciated.
You can contact me directly at scoffey@spsfence.com. Thanks!!!!
Sherri D. Coffey Director of Personnel & Safety Stephens Pipe & Steel, LLC PO Box 618 Russell Springs, Kentucky 42642
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You can contact me directly at scoffey@spsfence.com. Thanks!!!!
Sherri D. Coffey Director of Personnel & Safety Stephens Pipe & Steel, LLC PO Box 618 Russell Springs, Kentucky 42642
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You are close to a scientific approach, but have you ever cared about the Humanistic Approach? In India, people are told to work 8-9 hours, but only in documents. In reality, they usually work for 13-16 hours a day with no social and family life. You cannot simply say "More Work More Money."
Absenteeism is the close friend of dissatisfaction, and if your own employee is dissatisfied with you, it is something to think about. Before you implement an Attendance Policy, consider how well you are managing your Human Resources. If you are insisting that your people work extra hours after their duty is over (directly or indirectly), then your Attendance Policy can only take effect forcefully.
If you implement your Attendance Policy forcefully, future results can be dissatisfactory because no person can stay for a long time in this kind of situation.
THE BEST EXAMPLE: CALL CENTERS IN INDIA
From India, New Delhi
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Absenteeism is the close friend of dissatisfaction, and if your own employee is dissatisfied with you, it is something to think about. Before you implement an Attendance Policy, consider how well you are managing your Human Resources. If you are insisting that your people work extra hours after their duty is over (directly or indirectly), then your Attendance Policy can only take effect forcefully.
If you implement your Attendance Policy forcefully, future results can be dissatisfactory because no person can stay for a long time in this kind of situation.
THE BEST EXAMPLE: CALL CENTERS IN INDIA
From India, New Delhi
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Hi,
On the subject of attendance, I am curious to know the tool that can be most effectively used. I work for an International NGO in Central Asia with a "post-soviet" work environment! In my two years here, I noticed that the signing of Daily Attendance sheets appeared to be a matter of choice. I spent the first year verbally requesting staff to sign, then for 6 months, I had my assistant monitor it in writing. I finally cracked down a month ago by giving 1 week for staff to get their act together before I implemented a "Loss of Pay" if the attendance was not signed. Of course, this prompted some tardy managers to immediately comply, but all hell broke loose, and I was accused of being autocratic, etc., etc. Today, it is still a bone of contention among my staff.
Can anyone tell me what method I should follow and which is the most appropriate tool to use to monitor attendance?
Sylvia Francis
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On the subject of attendance, I am curious to know the tool that can be most effectively used. I work for an International NGO in Central Asia with a "post-soviet" work environment! In my two years here, I noticed that the signing of Daily Attendance sheets appeared to be a matter of choice. I spent the first year verbally requesting staff to sign, then for 6 months, I had my assistant monitor it in writing. I finally cracked down a month ago by giving 1 week for staff to get their act together before I implemented a "Loss of Pay" if the attendance was not signed. Of course, this prompted some tardy managers to immediately comply, but all hell broke loose, and I was accused of being autocratic, etc., etc. Today, it is still a bone of contention among my staff.
Can anyone tell me what method I should follow and which is the most appropriate tool to use to monitor attendance?
Sylvia Francis
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Can anyone tell me what method I should follow and which is the most appropriate tool to use to monitor attendance?
Ask all of your employees to meet you sharply at 10:00 and say "Good Morning," Just joking :) The best way is to have electronic cards that your employees use for logging themselves while coming to the office. This is the best method (but techies are everywhere to do some fraud). Don't mind because I have no mind; I have a brain.
From India, New Delhi
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Ask all of your employees to meet you sharply at 10:00 and say "Good Morning," Just joking :) The best way is to have electronic cards that your employees use for logging themselves while coming to the office. This is the best method (but techies are everywhere to do some fraud). Don't mind because I have no mind; I have a brain.
From India, New Delhi
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Hi Sylvia,
I agree with Bernard; he is absolutely right.
I believe in something like this: Give the work and deadlines along with. Then don't bother to know how many hours a day an employee works. Let him work at his convenience and finish the work in the stipulated time.
Of course, there is one hitch in this. If the person is working individually and independently on a project, then this suits fine. But if a team works on a project and they are interdependent, then it is a must that all of them are available during the decided work hours with no choice.
In our office, there are all kinds of people working on various projects. Some independently, some in a team. So, we are liberal with the independent employees, but for teams/groups, there is no choice. They are supposed to report to the office at 9:00 am and are free to leave at 5:30 pm.
I have been working for the past 14-15 months in this office as an HR professional but have not faced any problems with staff's late reporting or early leaving. Well, it's a fact that we also have some guidelines for them to follow. They are allowed to report late to the office once a month for a genuine reason, and on repeated instances, a part of their paid leave will be debited. It works.
You need to frame these guidelines in relevance to your work style and system. You need to study it thoroughly and also the human behavior of your employees, etc.
I hope this information is of some help to you, Sylvia.
Shradha
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I agree with Bernard; he is absolutely right.
I believe in something like this: Give the work and deadlines along with. Then don't bother to know how many hours a day an employee works. Let him work at his convenience and finish the work in the stipulated time.
Of course, there is one hitch in this. If the person is working individually and independently on a project, then this suits fine. But if a team works on a project and they are interdependent, then it is a must that all of them are available during the decided work hours with no choice.
In our office, there are all kinds of people working on various projects. Some independently, some in a team. So, we are liberal with the independent employees, but for teams/groups, there is no choice. They are supposed to report to the office at 9:00 am and are free to leave at 5:30 pm.
I have been working for the past 14-15 months in this office as an HR professional but have not faced any problems with staff's late reporting or early leaving. Well, it's a fact that we also have some guidelines for them to follow. They are allowed to report late to the office once a month for a genuine reason, and on repeated instances, a part of their paid leave will be debited. It works.
You need to frame these guidelines in relevance to your work style and system. You need to study it thoroughly and also the human behavior of your employees, etc.
I hope this information is of some help to you, Sylvia.
Shradha
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Hi,
On the subject of attendance, I am curious to know the tool that can be most effectively used. Can anyone tell me what method I should follow and which is the most appropriate tool to use to monitor attendance?
If there can be fraud by tech people, you can have a guard for it, or you can place an electronic swipe card machine at the security gate. Alternatively, you could have a register where the employee has to sign, and the guard can write the time. You can change the guard every 3-4 months so that there is no bribery. 😉 Additionally, each department can send you a daily report or a register.
Simple.
From India, Mumbai
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On the subject of attendance, I am curious to know the tool that can be most effectively used. Can anyone tell me what method I should follow and which is the most appropriate tool to use to monitor attendance?
If there can be fraud by tech people, you can have a guard for it, or you can place an electronic swipe card machine at the security gate. Alternatively, you could have a register where the employee has to sign, and the guard can write the time. You can change the guard every 3-4 months so that there is no bribery. 😉 Additionally, each department can send you a daily report or a register.
Simple.
From India, Mumbai
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Hi, I was browsing through my notes and found this... hope it helps.
It is more difficult to find employees who have a strong work ethic and are willing to put in a "good day's work." A lot of people say, "I hire for attitude and train for skills." That philosophy is as outdated as carbon paper when you consider today's work environment.
Today, there are more jobs than people. Employers now say it's tough to find either the attitude or the skills.
First, accept the fact that we are going to have to manage people differently today. What worked yesterday is the very same thing that will get us in trouble tomorrow. Further complicating the matter is you can't treat everyone the same. With each new employee you hire, they bring a totally new set of expectations, needs, and problems. It takes more time and skill to manage today's workforce. Bad managers are the biggest cause of high turnover, low attendance, and low morale.
If you have people with good attitudes and good work ethics, count your blessings and ensure you take good care of them so they don't leave you for someone else.
Here are a few ideas to think about:
1. A steel company has a unique pay-for-performance compensation system. Employees earn money based on their individual productivity. Employees are paid a lower than industry average hourly rate. On top of that, they receive an additional bonus if they exceed hourly quotas. For example, the steel industry average says an individual should be able to straighten 10 tons of steel an hour. Therefore, the company's goal is to straighten 8 tons an hour, and for every ton over 8 tons, they get an additional 5% bonus. However, to qualify for the bonus, they have to meet the following requirements:
If they are late to work, they lose their bonus for the entire day.
If they miss a day of work during the week, they lose their bonus for the entire week.
As a result, the company's productivity took off like a rocket. Absenteeism rarely falls below 1.5% a year. The key strength of this program is employees see a direct correlation between what they do and their paychecks, a major incentive. Employees were working so hard the company decided to give them 4 non-forfeiture days a year. Even with this, only half their employees use their 4 days.
2. Lottery System - One company uses a lottery system to reduce absenteeism. Only employees with no absenteeism during the month can participate. The lottery includes prizes such as a television, a bicycle, and so on. They were able to reduce absenteeism by 75% and reduce costs by 62%.
3. Play Poker - Another company improved attendance in a game of poker. Employees who came to work each day were allowed to draw one playing card. Those who attended all week owned five cards on Friday. The player with the best hand wins Rs. 500.
4. Try a Perfect Attendance Program - One large IT business has several excellent incentives for its 200 plus employees. Any employee who has perfect attendance during the year receives Rs. 2000, a car ride to a restaurant for a free dinner with their spouse, and a gift certificate worth Rs. 1000.
These ideas won't work in every situation and could backfire if you are not careful. Keep in mind that good employees don't need the carrot-and-stick approach and might find these ways offensive, unfair, or unnecessary. The key is to know the individual needs of your workforce.
5. Be aware that workers who have child care responsibilities find it difficult, if not impossible, to have a perfect attendance record.
Flexibility may be the best strategy. A better attendance strategy may simply include flextime for people who have children or parental responsibilities. Some businesses give their employees 5 personal days in addition to normal vacation times to be used any way the person sees fit.
I recommend that you conduct an organizational survey to find out the causes/reasons for absenteeism before you undertake the initiatives.
From India, Mumbai
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It is more difficult to find employees who have a strong work ethic and are willing to put in a "good day's work." A lot of people say, "I hire for attitude and train for skills." That philosophy is as outdated as carbon paper when you consider today's work environment.
Today, there are more jobs than people. Employers now say it's tough to find either the attitude or the skills.
First, accept the fact that we are going to have to manage people differently today. What worked yesterday is the very same thing that will get us in trouble tomorrow. Further complicating the matter is you can't treat everyone the same. With each new employee you hire, they bring a totally new set of expectations, needs, and problems. It takes more time and skill to manage today's workforce. Bad managers are the biggest cause of high turnover, low attendance, and low morale.
If you have people with good attitudes and good work ethics, count your blessings and ensure you take good care of them so they don't leave you for someone else.
Here are a few ideas to think about:
1. A steel company has a unique pay-for-performance compensation system. Employees earn money based on their individual productivity. Employees are paid a lower than industry average hourly rate. On top of that, they receive an additional bonus if they exceed hourly quotas. For example, the steel industry average says an individual should be able to straighten 10 tons of steel an hour. Therefore, the company's goal is to straighten 8 tons an hour, and for every ton over 8 tons, they get an additional 5% bonus. However, to qualify for the bonus, they have to meet the following requirements:
If they are late to work, they lose their bonus for the entire day.
If they miss a day of work during the week, they lose their bonus for the entire week.
As a result, the company's productivity took off like a rocket. Absenteeism rarely falls below 1.5% a year. The key strength of this program is employees see a direct correlation between what they do and their paychecks, a major incentive. Employees were working so hard the company decided to give them 4 non-forfeiture days a year. Even with this, only half their employees use their 4 days.
2. Lottery System - One company uses a lottery system to reduce absenteeism. Only employees with no absenteeism during the month can participate. The lottery includes prizes such as a television, a bicycle, and so on. They were able to reduce absenteeism by 75% and reduce costs by 62%.
3. Play Poker - Another company improved attendance in a game of poker. Employees who came to work each day were allowed to draw one playing card. Those who attended all week owned five cards on Friday. The player with the best hand wins Rs. 500.
4. Try a Perfect Attendance Program - One large IT business has several excellent incentives for its 200 plus employees. Any employee who has perfect attendance during the year receives Rs. 2000, a car ride to a restaurant for a free dinner with their spouse, and a gift certificate worth Rs. 1000.
These ideas won't work in every situation and could backfire if you are not careful. Keep in mind that good employees don't need the carrot-and-stick approach and might find these ways offensive, unfair, or unnecessary. The key is to know the individual needs of your workforce.
5. Be aware that workers who have child care responsibilities find it difficult, if not impossible, to have a perfect attendance record.
Flexibility may be the best strategy. A better attendance strategy may simply include flextime for people who have children or parental responsibilities. Some businesses give their employees 5 personal days in addition to normal vacation times to be used any way the person sees fit.
I recommend that you conduct an organizational survey to find out the causes/reasons for absenteeism before you undertake the initiatives.
From India, Mumbai
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Titan Industries had a good attendance policy in India in the early stages. However, it was extremely stringent and was later diluted. The policy remains the same, stating that an employee is eligible for annual increments only if they work for 240 days in a year.
Policies like this can be beneficial at all levels, and there should be no deviations. Defining the number of days required can vary based on the industry, state, or country. This approach may prove to be useful.
Siva
From India, Chennai
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Policies like this can be beneficial at all levels, and there should be no deviations. Defining the number of days required can vary based on the industry, state, or country. This approach may prove to be useful.
Siva
From India, Chennai
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LEAVE-ATTENDANC E POLICY.doc
Employee Attendance Register - 2014-15.xls