I work in a company of 125 employees where all back-office work is done. We already have one policy: three late marks are allowed, and on the fourth late mark, half a day's salary gets deducted.
Issues to Address
Please let me know what needs to be done regarding the following:
1. Late coming.
2. Absenteeism issue.
3. If an employee does not inform that he/she will not be coming to the office, i.e., uninformed absenteeism.
Regards
From India, Pune
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2Issues to Address
Please let me know what needs to be done regarding the following:
1. Late coming.
2. Absenteeism issue.
3. If an employee does not inform that he/she will not be coming to the office, i.e., uninformed absenteeism.
Regards
From India, Pune
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Hi Aarti, For the late coming issue, I have one suggestion which is currently being followed by us and was introduced recently. The results show it is very effective.
Late Arrival Management Strategy
We have prepared a chart where we list the months and dates along with the employees' names. Those who arrive late beyond the specified time will be marked on that chart. At the end of every month, we charge Rs 10 per day multiplied by the total number of days of late arrival for that colleague in the following month.
We use this amount to treat the whole team to lunch. This practice has reduced late arrivals, and the treat is more enjoyable due to the decrease in late charges collected.
Regards
From India, Bangalore
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Late Arrival Management Strategy
We have prepared a chart where we list the months and dates along with the employees' names. Those who arrive late beyond the specified time will be marked on that chart. At the end of every month, we charge Rs 10 per day multiplied by the total number of days of late arrival for that colleague in the following month.
We use this amount to treat the whole team to lunch. This practice has reduced late arrivals, and the treat is more enjoyable due to the decrease in late charges collected.
Regards
From India, Bangalore
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Dear Aarti,
There are some rules in this forum; please follow the same before you make any post. Please change the heading of the post; this is a professional forum, not a social networking site.
Regards,
Octavious
From India, Mumbai
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There are some rules in this forum; please follow the same before you make any post. Please change the heading of the post; this is a professional forum, not a social networking site.
Regards,
Octavious
From India, Mumbai
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Dear Arati, please send each employee a good presentation on Time Management, Punctuality, and good manners. This includes informing immediate superiors/officers about late arrivals (if unavoidable) and absences (in unforeseen circumstances). Otherwise, prior notice/sanction should be obtained.
This is the most effective way to address the issue. You can use an Excel format to keep track of employees arriving late and advise them, either verbally or formally, to correct their behavior before any further action is taken.
Regards,
Surya Krishna
From India, Madras
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This is the most effective way to address the issue. You can use an Excel format to keep track of employees arriving late and advise them, either verbally or formally, to correct their behavior before any further action is taken.
Regards,
Surya Krishna
From India, Madras
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dear ankita i saw your question on wall. here i attached one format which currantly i am using in my company. it may cover your out of three question.
From India, Udaipur
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From India, Udaipur
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I hope you are working in the IT field. Do you have a policy of salary deduction for employees who are late on the 4th day in a month? Employees are expected to adhere to company policies and procedures. You are entitled to deduct half a day's salary for subsequent instances of tardiness. Please proceed with your policy.
Someone suggested charging Rs. 10 from late-coming employees. Is this amount intended for the month-end party? What a great idea! I trust there will be a party every month...
Thank you.
From India, Madras
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Someone suggested charging Rs. 10 from late-coming employees. Is this amount intended for the month-end party? What a great idea! I trust there will be a party every month...
Thank you.
From India, Madras
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Dear Aarti,
Greetings for the day!
Resolution for your queries is as follows:
1) Late Coming:
Nobody wants to come late. In metro cities, people often reach the office late due to daily traffic jams. According to me, the deduction of half a day's salary is not a solution to the problem as it has a negative impact; it can demotivate employees, or they may demand overtime pay for their additional stay. If employees are coming late regularly, inform them that they have to complete their daily working hours through overtime without pay.
2) Absenteeism Issue:
In this case, you can deduct their pay after the expiry of their applicable leaves.
3) Uninformed Absenteeism:
You can display information regarding uninformed absenteeism. It shall be considered as leave, and they have to submit a leave approval form at the end of the month with reasons/details of the uninformed leave.
Regards,
From India, New Delhi
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Greetings for the day!
Resolution for your queries is as follows:
1) Late Coming:
Nobody wants to come late. In metro cities, people often reach the office late due to daily traffic jams. According to me, the deduction of half a day's salary is not a solution to the problem as it has a negative impact; it can demotivate employees, or they may demand overtime pay for their additional stay. If employees are coming late regularly, inform them that they have to complete their daily working hours through overtime without pay.
2) Absenteeism Issue:
In this case, you can deduct their pay after the expiry of their applicable leaves.
3) Uninformed Absenteeism:
You can display information regarding uninformed absenteeism. It shall be considered as leave, and they have to submit a leave approval form at the end of the month with reasons/details of the uninformed leave.
Regards,
From India, New Delhi
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Hi! I think you can start a policy of rewarding the people who are coming on time and not taking many leaves. You can reward them with the title Mr/Ms Punctual; this might help you in reducing the problem of lateness. If anybody is taking unapproved leaves, then you can consider that day as Leave Without Pay (LWP).
Chitra
From India, Mumbai
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Chitra
From India, Mumbai
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Dear Arti,
I am also facing this problem in my organization today. I have issued an INTER OFFICE MEMORANDUM for late coming, stating that one salary will be deducted on the 3rd instance of being late. This memorandum has been signed by both myself and my Managing Director and placed on the notice board.
From India, Kanpur
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I am also facing this problem in my organization today. I have issued an INTER OFFICE MEMORANDUM for late coming, stating that one salary will be deducted on the 3rd instance of being late. This memorandum has been signed by both myself and my Managing Director and placed on the notice board.
From India, Kanpur
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Dear Soniya, Deduction from salary for late coming is not an positive solution. Pls refer below appended posts for details
From India, New Delhi
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From India, New Delhi
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In your late coming policy, you have to follow that strictly and issue them a warning letter. In the payslip, you need to show the amount deducted due to late coming.
For absenteeism, you need to make them aware and issue a warning letter for disciplinary actions. In the case of uninformed absenteeism, you need to consider Leave Without Pay (LWP) whether the employee has leave balance or not, and issue 1-3 letters for absenteeism.
From India, New Delhi
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For absenteeism, you need to make them aware and issue a warning letter for disciplinary actions. In the case of uninformed absenteeism, you need to consider Leave Without Pay (LWP) whether the employee has leave balance or not, and issue 1-3 letters for absenteeism.
From India, New Delhi
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I fully agree with Mr. Kapil Dev Singh. Deducting salary would be a negative decision, particularly for those employees who have been late due to external factors like road traffic, etc.
Short Leave Policy
In our company, we have a policy of 'Short Leave' where employees are allowed to be late up to two days in a month, arriving late in the office by a maximum of 2 hours or leaving two hours before the end of their duty. Employees must regularize their attendance after availing of the facility or before taking it. If an employee avails of Short Leave more than twice in a month, half-day CL is considered from the third instance of late arrival. If CL is exhausted, then Absenteeism is marked, although employees have the option of using Sick Leave upon approval from their senior.
Gandhigiri Policy Implementation
In the regional office, I implemented a 'Gandhigiri Policy' for those who intentionally and regularly come late to the office. I created a monthly attendance sheet displayed on the notice board behind my workstation, where each employee's in-time and out-time are manually recorded and updated. For the first two late arrivals, the attendance is marked with an Orange color, and for more than two late arrivals, a Red color marking is used. At our morning meetings, I used to award a chocolate to the latecomer in front of everyone for being late intentionally, even multiple times in a month. Special gifts were arranged for those who were the most punctual in the month and did not take any leave.
Nowadays, 90% of employees have become punctual and keep their late arrivals within the permissible limit.
I believe that building a sense of awareness of punctuality is more important than merely punishing individuals.
From India, Gurgaon
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Short Leave Policy
In our company, we have a policy of 'Short Leave' where employees are allowed to be late up to two days in a month, arriving late in the office by a maximum of 2 hours or leaving two hours before the end of their duty. Employees must regularize their attendance after availing of the facility or before taking it. If an employee avails of Short Leave more than twice in a month, half-day CL is considered from the third instance of late arrival. If CL is exhausted, then Absenteeism is marked, although employees have the option of using Sick Leave upon approval from their senior.
Gandhigiri Policy Implementation
In the regional office, I implemented a 'Gandhigiri Policy' for those who intentionally and regularly come late to the office. I created a monthly attendance sheet displayed on the notice board behind my workstation, where each employee's in-time and out-time are manually recorded and updated. For the first two late arrivals, the attendance is marked with an Orange color, and for more than two late arrivals, a Red color marking is used. At our morning meetings, I used to award a chocolate to the latecomer in front of everyone for being late intentionally, even multiple times in a month. Special gifts were arranged for those who were the most punctual in the month and did not take any leave.
Nowadays, 90% of employees have become punctual and keep their late arrivals within the permissible limit.
I believe that building a sense of awareness of punctuality is more important than merely punishing individuals.
From India, Gurgaon
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Late Coming
In this case, you need to make some changes to your late coming policy after the approval of management and strictly adhere to the rules of the modified policy.
Absenteeism Issue
Employees who are regularly engaging in the same behavior within the organization need to be issued a warning letter for disciplinary action.
If an employee does not inform that he/she will not be coming to the office, i.e., uninformed absenteeism, you have to issue them 1-3 letters of absenteeism and finally terminate their services from the organization to improve the situation.
Thanks & Regards,
Sunil Sharma
[Phone Number Removed For Privacy Reasons]
From India, New Delhi
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In this case, you need to make some changes to your late coming policy after the approval of management and strictly adhere to the rules of the modified policy.
Absenteeism Issue
Employees who are regularly engaging in the same behavior within the organization need to be issued a warning letter for disciplinary action.
If an employee does not inform that he/she will not be coming to the office, i.e., uninformed absenteeism, you have to issue them 1-3 letters of absenteeism and finally terminate their services from the organization to improve the situation.
Thanks & Regards,
Sunil Sharma
[Phone Number Removed For Privacy Reasons]
From India, New Delhi
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Hi Aarti, first and foremost, observe, investigate, and if it seems to be a legitimate reason, try to accommodate him in an alternative shift. However, if this still persists (if the reason is not legitimate), give a verbal warning twice, and the third should be a written warning (from the second warning onwards, it should be considered as part of the Disciplinary Procedure). After the written warning, the employment terminates. Due to absenteeism, a lot of workload is being transferred to other employees, which is not fair to them. If the employee on the verge of retrenchment performs well, they must be retained by making alternatives such as starting late and ending late.
Hope this information helps.
Regards,
Gaurav Patel
From United Kingdom, London
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Hope this information helps.
Regards,
Gaurav Patel
From United Kingdom, London
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First and foremost, observe, investigate, and if it seems to be a legitimate reason, then try to accommodate him in an alternative shift. However, if this issue persists (if the reason is not legitimate), issue a verbal warning twice, and the third should be a written warning (from the second warning onwards, it should be considered part of the Disciplinary Procedure). After the written warning, employment will be terminated. Due to absenteeism, a lot of workload is being shifted to other employees, which is unfair to them. If the employee on the verge of retrenchment performs well, they should be retained by adjusting their schedule, such as starting late and ending late.
Hope this information helps.
From United Kingdom, London
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Hope this information helps.
From United Kingdom, London
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HI, Thanx everyone or the reply. Hi Octavious, Sorry for the subject line mentioned incorrectly...will surely take care nxt time.
From India, Pune
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From India, Pune
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Dear Kapil Dev,
1) My boss will never forgive the employees for the late sitting.
2) As you said, we are implementing the same, but the employees are still taking leaves.
I think this is perfect... let me forward it to my boss. Please suggest something for the first two as well.
Thank you very much.
From India, Pune
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1) My boss will never forgive the employees for the late sitting.
2) As you said, we are implementing the same, but the employees are still taking leaves.
I think this is perfect... let me forward it to my boss. Please suggest something for the first two as well.
Thank you very much.
From India, Pune
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Dear Soniya, we are already following : that 3 latemarks are allowed and on the 4th latemark half day’s salary gets deducted. but still this issue
From India, Pune
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From India, Pune
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Addressing Punctuality and Absenteeism in the Workplace
Please provide classes on the importance of punctuality and other motivational aspects. Then, prepare policies to address late coming and absenteeism.
For example:
- If an employee punches in late by 15-30 minutes, their salary will be cut.
- If someone punches out early by 15-30 minutes, their salary will also be reduced.
- Implement a system where employees must enter their late arrival and early departure details for approval by their immediate supervisor. Otherwise, their full-day salary will be deducted. Additionally, if an employee is not present for 8 hours in the office without approval from their immediate supervisor through the system, they will not receive that day's salary.
- In the case of uninformed absence, it will be considered as absence, and employees should not be allowed to apply for leave.
These measures are necessary to curb these practices and instill discipline in the office.
Regards,
Anita George
From India, Bangalore
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Please provide classes on the importance of punctuality and other motivational aspects. Then, prepare policies to address late coming and absenteeism.
For example:
- If an employee punches in late by 15-30 minutes, their salary will be cut.
- If someone punches out early by 15-30 minutes, their salary will also be reduced.
- Implement a system where employees must enter their late arrival and early departure details for approval by their immediate supervisor. Otherwise, their full-day salary will be deducted. Additionally, if an employee is not present for 8 hours in the office without approval from their immediate supervisor through the system, they will not receive that day's salary.
- In the case of uninformed absence, it will be considered as absence, and employees should not be allowed to apply for leave.
These measures are necessary to curb these practices and instill discipline in the office.
Regards,
Anita George
From India, Bangalore
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Dear Arti,
Common but certainly not an easy issue to solve. Imposing a monetary penalty, unless it is really painful enough, will seldom deter habitual latecomers or absentees. In fact, it will 'legitimize' it and encourage attitudes such as, "Yes, I am late, but I have also been fined - so it should be fine!"
Consider One-on-One Coaching
Try one-on-one coaching to get to the root of the problem. It is time and effort-consuming, but what worthwhile endeavor is not? If, after all, it still fails, then Management has to take on the unpleasant task of disciplining, including termination...
Enjoy
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Common but certainly not an easy issue to solve. Imposing a monetary penalty, unless it is really painful enough, will seldom deter habitual latecomers or absentees. In fact, it will 'legitimize' it and encourage attitudes such as, "Yes, I am late, but I have also been fined - so it should be fine!"
Consider One-on-One Coaching
Try one-on-one coaching to get to the root of the problem. It is time and effort-consuming, but what worthwhile endeavor is not? If, after all, it still fails, then Management has to take on the unpleasant task of disciplining, including termination...
Enjoy
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Dear Arti, I agree with 2LEARN_LOT; actually, this system is made for our benefit in the area of concern. If we come on time, surely we will complete our day's work on time and leave the office promptly. However, somehow we treat this as a punishment, which is correct. The system is the backbone of any organization; it doesn't matter what position you hold in the company.
Remember, I/we cannot change the system; only the system has the power to change anybody.
Krishna Son
No tool is more beneficial than intelligence; no enemy is greater than ignorance.
From India, New Delhi
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Remember, I/we cannot change the system; only the system has the power to change anybody.
Krishna Son
No tool is more beneficial than intelligence; no enemy is greater than ignorance.
From India, New Delhi
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Late Coming
Track the current situation and make a report that identifies habitual latecomers. Meet them in person and voice the concern. Try to reach the root of the problem. Let the other person know that you and the company care.
Elaborate on the fact that his/her tardiness is setting a bad example and increasing work pressure on the team. Genuine cases with personal problems could be dealt with by offering options of flexi-hours (if it fits the company's agenda) so that he/she can make up for the time lost.
Habitual latecomers should find their names displayed on the notice board (if the situation demands). Again, a due process should be followed so that everyone is aware of this before implementation.
In India, especially, human life has very little value, so it is important to stress that the company cares and has genuine concern for its employees. Therefore, 'Uninformed absenteeism' would require the company to contact the employee's emergency contact to inquire about their well-being and the reason for not being at work.
In my last job, we had a cut-off time. If an employee had not called in, we would try to reach him or the emergency contact provided to check. For all we know, a person could be involved in an accident. Draft this policy to outline that it is mutually beneficial for an employee to call in if they are not going to show up at work.
Look at adapting flexi-hours (after all, it's a back office).
From India, Mumbai
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Track the current situation and make a report that identifies habitual latecomers. Meet them in person and voice the concern. Try to reach the root of the problem. Let the other person know that you and the company care.
Elaborate on the fact that his/her tardiness is setting a bad example and increasing work pressure on the team. Genuine cases with personal problems could be dealt with by offering options of flexi-hours (if it fits the company's agenda) so that he/she can make up for the time lost.
Habitual latecomers should find their names displayed on the notice board (if the situation demands). Again, a due process should be followed so that everyone is aware of this before implementation.
In India, especially, human life has very little value, so it is important to stress that the company cares and has genuine concern for its employees. Therefore, 'Uninformed absenteeism' would require the company to contact the employee's emergency contact to inquire about their well-being and the reason for not being at work.
In my last job, we had a cut-off time. If an employee had not called in, we would try to reach him or the emergency contact provided to check. For all we know, a person could be involved in an accident. Draft this policy to outline that it is mutually beneficial for an employee to call in if they are not going to show up at work.
Look at adapting flexi-hours (after all, it's a back office).
From India, Mumbai
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Dear Arti, I Think you can introduce a policy for latecomers 3 Late marks be allowed if 4th one than you have dediction 100 ruppee for 15-30 mint if more than you deduct more ammount Chandan
From Pakistan, Karachi
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From Pakistan, Karachi
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Dear Aarti, Regular late coming is not acceptable. I believe it is a cultutre in the organisation to be dealt strongly. Since it demoralises others who are punctual. KL Kuli
From India, Mumbai
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From India, Mumbai
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Please follow the following late-coming rules:
01. For the first three attempts, ignore delays of up to 15 minutes.
02. After the 3rd attempt, kindly deduct 0.5 PL for each subsequent late arrival.
If the leave balance is 0, the deduction should be made without pay.
Employees will automatically be marked as on time if they arrive punctually.
From India, Aurangabad
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01. For the first three attempts, ignore delays of up to 15 minutes.
02. After the 3rd attempt, kindly deduct 0.5 PL for each subsequent late arrival.
If the leave balance is 0, the deduction should be made without pay.
Employees will automatically be marked as on time if they arrive punctually.
From India, Aurangabad
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I feel you have a late coming policy in place, but it's very strict. You should consider relaxing it as follows:
- 1 to 4 late arrivals: no deduction
- 5 to 7 late arrivals: half-day deduction
- From the 8th late arrival onwards: each late arrival will result in a half-day deduction
Regarding Leaves:
- If preapproved: adjust Casual Leave (CL)
- If with information: deduct the leave
- If taken without prior information: deduct double
Additionally, I suggest implementing a perfect attendance award.
Regards,
Sukhwinder
From India, Ludhiana
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- 1 to 4 late arrivals: no deduction
- 5 to 7 late arrivals: half-day deduction
- From the 8th late arrival onwards: each late arrival will result in a half-day deduction
Regarding Leaves:
- If preapproved: adjust Casual Leave (CL)
- If with information: deduct the leave
- If taken without prior information: deduct double
Additionally, I suggest implementing a perfect attendance award.
Regards,
Sukhwinder
From India, Ludhiana
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Managing Unauthorised Absence - A Line Manager's Guide to Absenteeism in Our Business
1. Absenteeism Defined
“Absenteeism is when an employee does not report for duty when he/she has been scheduled to work.”
Absenteeism affects both the profitability and productivity of our business. The guidelines below have been drafted to assist Line Managers in effectively managing absenteeism primarily arising out of misconduct (such as AWOL, absconding/desertion). Where absenteeism stems from incapacity due to ill-health, injury, or disability, managers are advised to consult the company guidelines on Incapacity. A clear distinction is made in these guidelines between absenteeism due to misconduct and absenteeism due to incapacity.
2. Absenteeism: Misconduct vs Incapacity
3. The Cost of Absenteeism
Direct costs include:
- The cost of benefits, e.g., pension, medical aid, etc., which continue when employees are absent
- Possible costs of replacement, recruitment, and induction
- Overtime pay to those who may be required to do the work of the absent employees
- Overstaffing to cover for absences
Indirect costs include:
- Effect on morale, safety, and group cohesiveness
- Loss of customers due to inadequate service or quality of work
- Increased management/supervisory input in changing schedules, counseling, disciplining, and reviewing the quality of work done
- Extra costs due to deadlines not being met
4. Absenteeism Trends
As a line manager, it is important to analyze possible trends when dealing with absenteeism issues. Some possible trends are:
- Sundays
- Weekends
- Day after Payday
- Mondays after being off the weekend
- The day before or after a Public Holiday
- Late coming
Each case must be analyzed on its own merits, and mitigating circumstances must always be considered. For example, if an employee fails to come to work and then provides evidence of personal issues that prevented them from phoning the business, as a line manager, you need to assess the reasons and use this as a mitigating factor if necessary.
5. Absence from Work
The employer is entitled to expect that an employee will not be absent from work without justification or notification. An employee is paid a salary, and in return, it can be expected that an employee should be present at work as per the employee's contract of employment. Absence from work without authorization or without a valid reason is a form of misconduct. It is important to note that discipline should be used when it appears that the absenteeism can be avoided, but the employee willfully remains away from work or fails to report to the manager. In contrast, the situation where the employee is willing but unable to attend work should be dealt with in terms of the incapacity procedure.
6. Appropriate Penalties
Employees need to be informed that unauthorized absenteeism is serious and should not be repeated. It is appropriate for the chairperson to use progressive discipline when dealing with most types of absenteeism. Progressive discipline ensures that the employee is aware of the required standards of behavior and that the behavior can be corrected. If the offense is repeated despite warning, then the offense becomes more serious. In rare cases, however, where the employee is fully aware of the importance of attendance and deliberately remains absent from work for a length of time, dismissal may be appropriate for a first offense.
Guideline: Managing Sick Absenteeism
NOTE: Any repeated incident of a similar nature to the above cases will result in discipline being progressed based on the employee's current disciplinary status. It is important that each case must be analyzed in terms of its own merits, and mitigating circumstances must always be considered. Documentation related to discussions and warnings must be filed on the employee's file.
Type of Absence Action by Business Appropriate Discipline
- Employee does not arrive for one shift and does not contact his/her line manager.
- Line Manager must understand the reason for absence.
- Documented counseling session.
- Day-to-day discussion with the emphasis that the employee must contact the Line Manager on weekdays and the Group-head on duty on the weekends.
- Also, ensure that the employee understands the Company Sick Leave Policy.
Guideline: Managing Sick Absenteeism
NOTE: Any repeated incident of a similar nature as the above cases will result in discipline being progressed based on the employee's current disciplinary status. It is important that each case must be analyzed in terms of its own merits, and mitigating circumstances must always be considered. Documentation related to discussions and warnings must be filed on the employee's file.
Type of Absence Action by Store Appropriate Discipline
- Employee on extended sick absence for 6 or more days and has not contacted the company at all.
- Refer to the Unauthorised Absence Guideline and Absenteeism ER Telegram Precedent for this process.
- Formal Disciplinary process.
Guideline: Unauthorised Absence
This is the penalty for the first incident. Any subsequent incident must progress to the next level of penalty. * This is a guideline for what penalty to award: normal principles of mitigation and aggravation still apply when deciding on the appropriate penalty. In addition, the Compassionate Leave and Family Responsibility Leave policy may also be applicable in these circumstances. Documentation related to discussions and warnings must be filed on the employee's file.
Period of Absence No of Days of Absence Reason Appropriate Discipline
- Short Absence 1 day: Refer to the Day-to-Day Absenteeism Discussion Document.
- No valid reason * Day-to-Day Discussion
- Short Absence 2 days: No valid reason * Verbal Warning/written warning (depending on the merits of the case)
- Medium Absence 3 - 4 days: No valid reason * Formal Disciplinary Process
- Long Absence 5 days: No valid reason * Formal Disciplinary Process
- Long Absence 6 or more days
I hope that I could assist. Please find attached some documentation I use for your perusal.
Regards
From South Africa, Cape Town
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1. Absenteeism Defined
“Absenteeism is when an employee does not report for duty when he/she has been scheduled to work.”
Absenteeism affects both the profitability and productivity of our business. The guidelines below have been drafted to assist Line Managers in effectively managing absenteeism primarily arising out of misconduct (such as AWOL, absconding/desertion). Where absenteeism stems from incapacity due to ill-health, injury, or disability, managers are advised to consult the company guidelines on Incapacity. A clear distinction is made in these guidelines between absenteeism due to misconduct and absenteeism due to incapacity.
2. Absenteeism: Misconduct vs Incapacity
3. The Cost of Absenteeism
Direct costs include:
- The cost of benefits, e.g., pension, medical aid, etc., which continue when employees are absent
- Possible costs of replacement, recruitment, and induction
- Overtime pay to those who may be required to do the work of the absent employees
- Overstaffing to cover for absences
Indirect costs include:
- Effect on morale, safety, and group cohesiveness
- Loss of customers due to inadequate service or quality of work
- Increased management/supervisory input in changing schedules, counseling, disciplining, and reviewing the quality of work done
- Extra costs due to deadlines not being met
4. Absenteeism Trends
As a line manager, it is important to analyze possible trends when dealing with absenteeism issues. Some possible trends are:
- Sundays
- Weekends
- Day after Payday
- Mondays after being off the weekend
- The day before or after a Public Holiday
- Late coming
Each case must be analyzed on its own merits, and mitigating circumstances must always be considered. For example, if an employee fails to come to work and then provides evidence of personal issues that prevented them from phoning the business, as a line manager, you need to assess the reasons and use this as a mitigating factor if necessary.
5. Absence from Work
The employer is entitled to expect that an employee will not be absent from work without justification or notification. An employee is paid a salary, and in return, it can be expected that an employee should be present at work as per the employee's contract of employment. Absence from work without authorization or without a valid reason is a form of misconduct. It is important to note that discipline should be used when it appears that the absenteeism can be avoided, but the employee willfully remains away from work or fails to report to the manager. In contrast, the situation where the employee is willing but unable to attend work should be dealt with in terms of the incapacity procedure.
6. Appropriate Penalties
Employees need to be informed that unauthorized absenteeism is serious and should not be repeated. It is appropriate for the chairperson to use progressive discipline when dealing with most types of absenteeism. Progressive discipline ensures that the employee is aware of the required standards of behavior and that the behavior can be corrected. If the offense is repeated despite warning, then the offense becomes more serious. In rare cases, however, where the employee is fully aware of the importance of attendance and deliberately remains absent from work for a length of time, dismissal may be appropriate for a first offense.
Guideline: Managing Sick Absenteeism
NOTE: Any repeated incident of a similar nature to the above cases will result in discipline being progressed based on the employee's current disciplinary status. It is important that each case must be analyzed in terms of its own merits, and mitigating circumstances must always be considered. Documentation related to discussions and warnings must be filed on the employee's file.
Type of Absence Action by Business Appropriate Discipline
- Employee does not arrive for one shift and does not contact his/her line manager.
- Line Manager must understand the reason for absence.
- Documented counseling session.
- Day-to-day discussion with the emphasis that the employee must contact the Line Manager on weekdays and the Group-head on duty on the weekends.
- Also, ensure that the employee understands the Company Sick Leave Policy.
Guideline: Managing Sick Absenteeism
NOTE: Any repeated incident of a similar nature as the above cases will result in discipline being progressed based on the employee's current disciplinary status. It is important that each case must be analyzed in terms of its own merits, and mitigating circumstances must always be considered. Documentation related to discussions and warnings must be filed on the employee's file.
Type of Absence Action by Store Appropriate Discipline
- Employee on extended sick absence for 6 or more days and has not contacted the company at all.
- Refer to the Unauthorised Absence Guideline and Absenteeism ER Telegram Precedent for this process.
- Formal Disciplinary process.
Guideline: Unauthorised Absence
This is the penalty for the first incident. Any subsequent incident must progress to the next level of penalty. * This is a guideline for what penalty to award: normal principles of mitigation and aggravation still apply when deciding on the appropriate penalty. In addition, the Compassionate Leave and Family Responsibility Leave policy may also be applicable in these circumstances. Documentation related to discussions and warnings must be filed on the employee's file.
Period of Absence No of Days of Absence Reason Appropriate Discipline
- Short Absence 1 day: Refer to the Day-to-Day Absenteeism Discussion Document.
- No valid reason * Day-to-Day Discussion
- Short Absence 2 days: No valid reason * Verbal Warning/written warning (depending on the merits of the case)
- Medium Absence 3 - 4 days: No valid reason * Formal Disciplinary Process
- Long Absence 5 days: No valid reason * Formal Disciplinary Process
- Long Absence 6 or more days
I hope that I could assist. Please find attached some documentation I use for your perusal.
Regards
From South Africa, Cape Town
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Hi, I'm Nimisha Davey. I am an HR Executive, and we faced the same problem in my organization in September. We planned and executed the same strategy, resulting in great outcomes within just one month.
Addressing Latecomers and Absenteeism
My plan was to address issues such as latecomers and absenteeism. We decided that employees who were not late more than twice and had no leave in a month would receive a Rs. 500/- reward on behalf of all other employees as a monthly recognition for perfect attendance. We implemented this initiative in August 2010, where 7 employees were recognized. The positive impact was evident in September 2010, with 23 employees receiving the award.
Regards,
Nimisha Davey
From India, Madras
Acknowledge(0)Amend(0)
Addressing Latecomers and Absenteeism
My plan was to address issues such as latecomers and absenteeism. We decided that employees who were not late more than twice and had no leave in a month would receive a Rs. 500/- reward on behalf of all other employees as a monthly recognition for perfect attendance. We implemented this initiative in August 2010, where 7 employees were recognized. The positive impact was evident in September 2010, with 23 employees receiving the award.
Regards,
Nimisha Davey
From India, Madras
Acknowledge(0)Amend(0)
Hi, I'm Nimisha Davey. I'm an HR Executive, and we faced the same problem in my organization in September. We planned and executed the same strategy, resulting in great outcomes within just one month.
Addressing Latecomers and Absenteeism
My plan was to address issues such as latecomers and absenteeism. We decided that employees who were not late more than twice and had no absences in a month would receive a Rs. 500/- award on behalf of all other employees as recognition for being the most punctual employee of the month. We implemented this initiative in August 2010, where 7 employees were awarded. Subsequently, we observed positive results in September 2010, with 23 employees receiving the award.
Regards,
Nimisha Davey
From India, Madras
Acknowledge(0)Amend(0)
Addressing Latecomers and Absenteeism
My plan was to address issues such as latecomers and absenteeism. We decided that employees who were not late more than twice and had no absences in a month would receive a Rs. 500/- award on behalf of all other employees as recognition for being the most punctual employee of the month. We implemented this initiative in August 2010, where 7 employees were awarded. Subsequently, we observed positive results in September 2010, with 23 employees receiving the award.
Regards,
Nimisha Davey
From India, Madras
Acknowledge(0)Amend(0)
That was a nice one to prevent absenteeism in any organization, and it seems to be a suitable and perfect formal way for dismissing any employee.
1. ABSENTEEISM DEFINED
“Absenteeism is when an employee does not report for duty when he/she has been scheduled to work.”
Absenteeism affects both the profitability and productivity of our business. The guidelines below have been drafted to assist Line Managers in effectively managing absenteeism primarily arising out of misconduct (such as AWOL, absconding/desertion). Where absenteeism stems from incapacity due to ill-health, injury, or disability, managers are advised to consult the company guidelines on Incapacity. A clear distinction is made in these guidelines between absenteeism due to misconduct and absenteeism due to incapacity.
2. ABSENTEEISM: MISCONDUCT vs INCAPACITY
3. THE COST OF ABSENTEEISM
Direct costs include:
- The cost of the benefits e.g., pension, medical aid, etc., which continue when employees are absent
- Possible costs of replacement, recruitment, and induction
- Overtime pay to those who may be required to do the work of the absent employees
- Overstaffing to cover for absences
Indirect costs include:
- Effect on morale, safety, and group cohesiveness
- Loss of customers due to inadequate service or quality of work
- Increased management/supervisory input in changing schedules, counseling, disciplining, and reviewing the quality of work done
- Extra costs due to deadlines not being met
4. ABSENTEEISM TRENDS
As a line manager, it is important to analyze possible trends when dealing with absenteeism issues. Some possible trends are:
- Sundays
- Weekends
- Day after Payday
- Mondays after being off the weekend
- The day before or after a Public Holiday
- Late coming
In addition, each case must be analyzed on its own merits, and mitigating circumstances must always be considered. For example, if an employee fails to come to work and then gives you evidence of personal issues that have prevented them from phoning the Business, as a line manager, you need to assess the reasons and use this as mitigating factors if necessary.
5. ABSENCE FROM WORK
The employer is entitled to expect that an employee will not be absent from work without justification or notification. An employee is paid a salary, and in return, it can be expected that an employee should be present at work as per the employee’s contract of employment. Absence from work without authorization or without a valid reason is a form of misconduct. It is important to note that discipline should be used when it appears that:
- The absenteeism can be avoided, but the employee willfully remains away from work, or fails to report to the manager.
In contrast, the situation where the employee is willing but unable to attend work should be dealt with in terms of the incapacity procedure.
6. APPROPRIATE PENALTIES
Employees need to be informed that unauthorized absenteeism is serious and should not be repeated. It is appropriate for the chairperson to use progressive discipline when dealing with most types of absenteeism. Progressive discipline ensures that the employee is aware of the required standards of behavior and that the behavior can be corrected. If the offense is repeated, despite warning, then the offense becomes more serious. In rare cases, however, where the employee is fully aware of the importance of attendance, and the employee deliberately remains absent from work for a length of time, dismissal may be appropriate for a first offense.
Guideline: Managing Sick Absenteeism
NOTE: Any repeated incident of a similar nature to the above cases will result in discipline being progressed based on the employee’s current disciplinary status. It is important that each case must be analyzed in terms of its own merits, and mitigating circumstances must always be considered. Documentation related to discussions and warnings must be filed on the employee’s file.
Type of Absence Action by Business Appropriate Discipline
Employee does not arrive for one shift and does not contact his/her line manager.
- Line Manager must understand the reason for absence.
- Documented counseling session
- Day-to-day discussion with the emphasis that the employee must contact the Line Manager on weekdays and the Group-head on duty on the weekends.
- Also, ensure that the employee understands the Company Sick Leave Policy
Guideline: Managing Sick Absenteeism
NOTE: Any repeated incident of a similar nature as the above cases will result in discipline being progressed based on the employee’s current disciplinary status. It is important that each case must be analyzed in terms of its own merits, and mitigating circumstances must always be considered. Documentation related to discussions and warnings must be filed on the employee’s file.
Type of Absence Action by Store Appropriate Discipline
Employee on extended sick absence for 6 or more days and has not contacted the company at all.
- Refer to the Unauthorised Absence Guideline and Absenteeism ER Telegram Precedent for this process
- Formal Disciplinary process
Guideline: Unauthorised Absence
This is the penalty for the first incident. Any subsequent incident must progress to the next level of penalty. * This is a guideline for what penalty to award: normal principles of mitigation and aggravation still apply when deciding on the appropriate penalty. In addition, the Compassionate Leave and Family Responsibility Leave policy may also be applicable in these circumstances. Documentation related to discussions and warnings must be filed on the employee’s file.
Period of Absence No of days of Absence Reason Appropriate Discipline
Short Absence 1 day: Refer the Day to Day Absenteeism Discussion Document
- No valid reason * Day to Day Discussion
Short Absence 2 days
- No valid reason * Verbal Warning/written warning (depending on the merits of the case)
Medium Absence 3 - 4 days
- No valid reason * Formal Disciplinary Process
Long Absence 5 days
- No valid reason * Formal Disciplinary Process
Long Absence 6 or more days
I hope that I could assist.
Please find attached some documentation I use for your perusal.
Regards
From India, Chandigarh
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1. ABSENTEEISM DEFINED
“Absenteeism is when an employee does not report for duty when he/she has been scheduled to work.”
Absenteeism affects both the profitability and productivity of our business. The guidelines below have been drafted to assist Line Managers in effectively managing absenteeism primarily arising out of misconduct (such as AWOL, absconding/desertion). Where absenteeism stems from incapacity due to ill-health, injury, or disability, managers are advised to consult the company guidelines on Incapacity. A clear distinction is made in these guidelines between absenteeism due to misconduct and absenteeism due to incapacity.
2. ABSENTEEISM: MISCONDUCT vs INCAPACITY
3. THE COST OF ABSENTEEISM
Direct costs include:
- The cost of the benefits e.g., pension, medical aid, etc., which continue when employees are absent
- Possible costs of replacement, recruitment, and induction
- Overtime pay to those who may be required to do the work of the absent employees
- Overstaffing to cover for absences
Indirect costs include:
- Effect on morale, safety, and group cohesiveness
- Loss of customers due to inadequate service or quality of work
- Increased management/supervisory input in changing schedules, counseling, disciplining, and reviewing the quality of work done
- Extra costs due to deadlines not being met
4. ABSENTEEISM TRENDS
As a line manager, it is important to analyze possible trends when dealing with absenteeism issues. Some possible trends are:
- Sundays
- Weekends
- Day after Payday
- Mondays after being off the weekend
- The day before or after a Public Holiday
- Late coming
In addition, each case must be analyzed on its own merits, and mitigating circumstances must always be considered. For example, if an employee fails to come to work and then gives you evidence of personal issues that have prevented them from phoning the Business, as a line manager, you need to assess the reasons and use this as mitigating factors if necessary.
5. ABSENCE FROM WORK
The employer is entitled to expect that an employee will not be absent from work without justification or notification. An employee is paid a salary, and in return, it can be expected that an employee should be present at work as per the employee’s contract of employment. Absence from work without authorization or without a valid reason is a form of misconduct. It is important to note that discipline should be used when it appears that:
- The absenteeism can be avoided, but the employee willfully remains away from work, or fails to report to the manager.
In contrast, the situation where the employee is willing but unable to attend work should be dealt with in terms of the incapacity procedure.
6. APPROPRIATE PENALTIES
Employees need to be informed that unauthorized absenteeism is serious and should not be repeated. It is appropriate for the chairperson to use progressive discipline when dealing with most types of absenteeism. Progressive discipline ensures that the employee is aware of the required standards of behavior and that the behavior can be corrected. If the offense is repeated, despite warning, then the offense becomes more serious. In rare cases, however, where the employee is fully aware of the importance of attendance, and the employee deliberately remains absent from work for a length of time, dismissal may be appropriate for a first offense.
Guideline: Managing Sick Absenteeism
NOTE: Any repeated incident of a similar nature to the above cases will result in discipline being progressed based on the employee’s current disciplinary status. It is important that each case must be analyzed in terms of its own merits, and mitigating circumstances must always be considered. Documentation related to discussions and warnings must be filed on the employee’s file.
Type of Absence Action by Business Appropriate Discipline
Employee does not arrive for one shift and does not contact his/her line manager.
- Line Manager must understand the reason for absence.
- Documented counseling session
- Day-to-day discussion with the emphasis that the employee must contact the Line Manager on weekdays and the Group-head on duty on the weekends.
- Also, ensure that the employee understands the Company Sick Leave Policy
Guideline: Managing Sick Absenteeism
NOTE: Any repeated incident of a similar nature as the above cases will result in discipline being progressed based on the employee’s current disciplinary status. It is important that each case must be analyzed in terms of its own merits, and mitigating circumstances must always be considered. Documentation related to discussions and warnings must be filed on the employee’s file.
Type of Absence Action by Store Appropriate Discipline
Employee on extended sick absence for 6 or more days and has not contacted the company at all.
- Refer to the Unauthorised Absence Guideline and Absenteeism ER Telegram Precedent for this process
- Formal Disciplinary process
Guideline: Unauthorised Absence
This is the penalty for the first incident. Any subsequent incident must progress to the next level of penalty. * This is a guideline for what penalty to award: normal principles of mitigation and aggravation still apply when deciding on the appropriate penalty. In addition, the Compassionate Leave and Family Responsibility Leave policy may also be applicable in these circumstances. Documentation related to discussions and warnings must be filed on the employee’s file.
Period of Absence No of days of Absence Reason Appropriate Discipline
Short Absence 1 day: Refer the Day to Day Absenteeism Discussion Document
- No valid reason * Day to Day Discussion
Short Absence 2 days
- No valid reason * Verbal Warning/written warning (depending on the merits of the case)
Medium Absence 3 - 4 days
- No valid reason * Formal Disciplinary Process
Long Absence 5 days
- No valid reason * Formal Disciplinary Process
Long Absence 6 or more days
I hope that I could assist.
Please find attached some documentation I use for your perusal.
Regards
From India, Chandigarh
Acknowledge(1)Amend(0)
I suggest the following late policy for follow-up:
LATE COMING POLICY:
In a month, if an employee (Manager, Sr. Manager, and above Designation) is marked late three times, 15 minutes beyond their normal shift reporting time, then for every three days of late coming, a half day's Leave (CL) will be deducted. Manager, Sr. Manager, and above Designation employees are allowed 15 minutes of late coming up to six days every month.
In a month, if an employee (Asst. Manager, Dy. Manager, and below Designation) is marked late three times, 15 minutes beyond their normal shift reporting time, then for every three days of late coming, a half day's Leave (CL) will be deducted. Asst. Manager, Dy. Manager, and below Designation employees are allowed 15 minutes of late coming up to three days every month.
In cases where CL is not available to such employees' credit, then a half day's PL will be deducted. In the scenario where neither CL nor PL is available, then half a day's salary/wages will be deducted for that specific month.
This policy is applicable to all categories of employees of the company. This policy ensures statutory compliance with the rule formulated under the Factories Act, 1948.
Thanks & Regards,
Laxman Dalavi
HR-Executive
[Phone Number Removed For Privacy Reasons] / [Phone Number Removed For Privacy Reasons]
From India, Mumbai
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LATE COMING POLICY:
In a month, if an employee (Manager, Sr. Manager, and above Designation) is marked late three times, 15 minutes beyond their normal shift reporting time, then for every three days of late coming, a half day's Leave (CL) will be deducted. Manager, Sr. Manager, and above Designation employees are allowed 15 minutes of late coming up to six days every month.
In a month, if an employee (Asst. Manager, Dy. Manager, and below Designation) is marked late three times, 15 minutes beyond their normal shift reporting time, then for every three days of late coming, a half day's Leave (CL) will be deducted. Asst. Manager, Dy. Manager, and below Designation employees are allowed 15 minutes of late coming up to three days every month.
In cases where CL is not available to such employees' credit, then a half day's PL will be deducted. In the scenario where neither CL nor PL is available, then half a day's salary/wages will be deducted for that specific month.
This policy is applicable to all categories of employees of the company. This policy ensures statutory compliance with the rule formulated under the Factories Act, 1948.
Thanks & Regards,
Laxman Dalavi
HR-Executive
[Phone Number Removed For Privacy Reasons] / [Phone Number Removed For Privacy Reasons]
From India, Mumbai
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LATE COMING.doc