Dear Arti,
Common but certainly not an easy issue to solve. Imposing a monetary penalty, unless it is really painful enough, will seldom deter the 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!"
Try one-on-one coaching to get to the root of the problem. It is time and effort-consuming, but what else worthwhile doing is not? If, after all, it still fails, then Management has to take on the unpleasant task of disciplining, including termination...
Enjoy
Common but certainly not an easy issue to solve. Imposing a monetary penalty, unless it is really painful enough, will seldom deter the 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!"
Try one-on-one coaching to get to the root of the problem. It is time and effort-consuming, but what else worthwhile doing is not? If, after all, it still fails, then Management has to take on the unpleasant task of disciplining, including termination...
Enjoy
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, i.e., 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
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, i.e., 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
Late Coming -
Track the current situation and make a report that would identify 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
Track the current situation and make a report that would identify 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
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
1From Pakistan, Karachi
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
From India, Mumbai
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
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
Hi Arti,
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.
With regards,
Sukhwinder
From India, Ludhiana
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.
With regards,
Sukhwinder
From India, Ludhiana
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 in order to assist Line Managers to effectively manage 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, counselling, 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 analyse 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 analysed on it�s 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 authorisation 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 wilfully 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 unauthorised 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 behaviour and that the behaviour can be corrected.
If the offence is repeated, despite warning, then the offence 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 offence.
Guideline: Managing Sick Absenteeism
NOTE: Any repeated incident of a similar nature of 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 analysed in terms of it�s 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 counselling 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 analysed in terms of it�s 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 that i could assist.
Please find attached some documentation i use for your perusal.
From South Africa, Cape Town
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 in order to assist Line Managers to effectively manage 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, counselling, 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 analyse 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 analysed on it�s 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 authorisation 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 wilfully 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 unauthorised 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 behaviour and that the behaviour can be corrected.
If the offence is repeated, despite warning, then the offence 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 offence.
Guideline: Managing Sick Absenteeism
NOTE: Any repeated incident of a similar nature of 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 analysed in terms of it�s 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 counselling 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 analysed in terms of it�s 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 that i could assist.
Please find attached some documentation i use for your perusal.
From South Africa, Cape Town
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.
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
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
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.
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
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
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