Can anyone provide me with leave or late coming policy format?
From India, Chandigarh
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From India, Chandigarh
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Hi Shaina,
I don't advocate the need for a policy to deal with lateness. It can be a part of your standard operating procedures. Lateness is simply being late for duty. Nowadays, there are many automatic devices that record instances of lateness and can help manage it without human intervention. For example, consider this model - if someone is late for the first time by 10 minutes, a warning can be sent automatically to their mobile or mailbox. If it happens a second time, with a 15-minute delay, there could be a wage cut. On the third occasion, half a day could be deducted from their leave account. The HR/Head of Department will receive a monthly report on such behavior. A habitual latecomer, repeating this behavior month after month, will need to be marked and referred to the appropriate department for further action, such as a warning letter, deferred increment, denial of promotion, or demotion, based on their response.
If electronic devices are not available, manual records of late arrivals should be kept at the security/reception desk for follow-up action.
Please also review the following relevant points -
Quote -
https://www.citehr.com/605083-late-c...e-whether.html
In addition to the valuable insights provided by the team on this platform, it is important to recognize that all organizations suffer when there are staffing issues, which directly impact deliverables. Therefore, in addressing concerns about lateness due to illness, managers should engage in robust performance management and evaluate it against individual deliverables. I can attest to the effectiveness of studying patterns of leave requests and late arrivals. In my experience, identifying the gaps in performance due to these reasons led to constructive conversations with employees about the impact of their choices.
Regarding sick leave, taking an empathetic approach to understanding the frequency and nature of illnesses can reveal underlying issues such as staff overload and poor personal time management. Ensuring a thorough recruitment process that covers pre-employment checks is crucial. Managers should carefully assess the workload of each role to prevent negative impacts on staff health. If time management skills are lacking, employees should be placed on a performance improvement plan to support them in achieving their objectives.
I hope this helps.
Sincerely, [Your Name]
From India, Bangalore
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1159I don't advocate the need for a policy to deal with lateness. It can be a part of your standard operating procedures. Lateness is simply being late for duty. Nowadays, there are many automatic devices that record instances of lateness and can help manage it without human intervention. For example, consider this model - if someone is late for the first time by 10 minutes, a warning can be sent automatically to their mobile or mailbox. If it happens a second time, with a 15-minute delay, there could be a wage cut. On the third occasion, half a day could be deducted from their leave account. The HR/Head of Department will receive a monthly report on such behavior. A habitual latecomer, repeating this behavior month after month, will need to be marked and referred to the appropriate department for further action, such as a warning letter, deferred increment, denial of promotion, or demotion, based on their response.
If electronic devices are not available, manual records of late arrivals should be kept at the security/reception desk for follow-up action.
Please also review the following relevant points -
Quote -
https://www.citehr.com/605083-late-c...e-whether.html
In addition to the valuable insights provided by the team on this platform, it is important to recognize that all organizations suffer when there are staffing issues, which directly impact deliverables. Therefore, in addressing concerns about lateness due to illness, managers should engage in robust performance management and evaluate it against individual deliverables. I can attest to the effectiveness of studying patterns of leave requests and late arrivals. In my experience, identifying the gaps in performance due to these reasons led to constructive conversations with employees about the impact of their choices.
Regarding sick leave, taking an empathetic approach to understanding the frequency and nature of illnesses can reveal underlying issues such as staff overload and poor personal time management. Ensuring a thorough recruitment process that covers pre-employment checks is crucial. Managers should carefully assess the workload of each role to prevent negative impacts on staff health. If time management skills are lacking, employees should be placed on a performance improvement plan to support them in achieving their objectives.
I hope this helps.
Sincerely, [Your Name]
From India, Bangalore
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LEAVE-ATTENDANC E POLICY.doc