Hi,
If an employee goes on leave for 3+ days without information, what actions/steps can be taken? It should be such that he/she will not feel bad. In the past, we had an issue like this where one employee was absent for 3+ days without intimation. We tried to reach out to him through calls, emails, and friends but to no avail. We then sent an email stating that any unauthorized absence will be treated as absconding from work. The employee was very angry and mentioned that the policy is not friendly and that there is no personal relationship maintained with employees. Can anyone help me out with this?
Regards,
Falguni
From India, Hyderabad
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5If an employee goes on leave for 3+ days without information, what actions/steps can be taken? It should be such that he/she will not feel bad. In the past, we had an issue like this where one employee was absent for 3+ days without intimation. We tried to reach out to him through calls, emails, and friends but to no avail. We then sent an email stating that any unauthorized absence will be treated as absconding from work. The employee was very angry and mentioned that the policy is not friendly and that there is no personal relationship maintained with employees. Can anyone help me out with this?
Regards,
Falguni
From India, Hyderabad
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Hi Falguni,
First of all, you can consult with the concerned HOD regarding that employee's leaves. If the HOD feels that action must be taken, then issue a warning letter to him, no matter whether he feels good or bad. It is the duty of every employee to inform his/her superior before going on long leaves.
From India, New Delhi
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First of all, you can consult with the concerned HOD regarding that employee's leaves. If the HOD feels that action must be taken, then issue a warning letter to him, no matter whether he feels good or bad. It is the duty of every employee to inform his/her superior before going on long leaves.
From India, New Delhi
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Hi Falguni,
What I feel about the matter is that personal relations cannot be honored at the cost of official procedure. He needs to be accountable for his actions related to his job, either inside or outside the office. If an employee takes undue advantage of your liberty or soft approaches, better be harsh with him. I STRONGLY RECOMMEND THAT.
Regards, Santosh Verma.
From India, Bangalore
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What I feel about the matter is that personal relations cannot be honored at the cost of official procedure. He needs to be accountable for his actions related to his job, either inside or outside the office. If an employee takes undue advantage of your liberty or soft approaches, better be harsh with him. I STRONGLY RECOMMEND THAT.
Regards, Santosh Verma.
From India, Bangalore
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Hi,
As our company is an automobile company and we have to deal with workers also, most of the time we have to face this problem. Earlier, we started the procedure of deducting their salary for absences. However, since we have already deducted their salary for absences, we cannot deduct their earned leave (EL). At the end of the financial year, we have to pay EL salary. As a result, there was no benefit in deducting the salary. Now, management has decided to deduct authorized absences directly from the EL quota even if they have casual leave (CL) balance in their quota.
So, please advise if our decision is correct or not.
Regards,
Sonika
From India, Chandigarh
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As our company is an automobile company and we have to deal with workers also, most of the time we have to face this problem. Earlier, we started the procedure of deducting their salary for absences. However, since we have already deducted their salary for absences, we cannot deduct their earned leave (EL). At the end of the financial year, we have to pay EL salary. As a result, there was no benefit in deducting the salary. Now, management has decided to deduct authorized absences directly from the EL quota even if they have casual leave (CL) balance in their quota.
So, please advise if our decision is correct or not.
Regards,
Sonika
From India, Chandigarh
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Hi Sonika,
There are many ways how we can decrease absenteeism. Deducting salary is not always the right approach. Let's identify the real cause. If I am not mistaken, the main cause is absenteeism. Is there a way we could trace out how to prevent people from taking leaves? Let's say:
1) Award the person who has not been absent for the last week/month, depending on the terms and policies.
2) Offer benefit plans for individuals who do not take leave too often.
3) Organize fun activities twice a year with awards for both regular attendees and those who are frequently absent.
I am not familiar with the Automobile Industry as I come from the Software Industry, so not all the points I have mentioned may be applicable. It's just a thought I wanted to share here.
Thanks,
Falguni
From India, Hyderabad
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There are many ways how we can decrease absenteeism. Deducting salary is not always the right approach. Let's identify the real cause. If I am not mistaken, the main cause is absenteeism. Is there a way we could trace out how to prevent people from taking leaves? Let's say:
1) Award the person who has not been absent for the last week/month, depending on the terms and policies.
2) Offer benefit plans for individuals who do not take leave too often.
3) Organize fun activities twice a year with awards for both regular attendees and those who are frequently absent.
I am not familiar with the Automobile Industry as I come from the Software Industry, so not all the points I have mentioned may be applicable. It's just a thought I wanted to share here.
Thanks,
Falguni
From India, Hyderabad
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Dear Falguni,
Please provide more details of your query to understand the gravity of the issue and to suggest ways to deal with such cases.
In general, there are different ways to address both unionized workmen (non-management) and management-grade employees:
1. Action for unionized (non-management) workmen should be taken in accordance with the provisions of the Industrial Disputes Act of 1947 and in conjunction with the company's standing orders.
2. For management-grade employees, actions can be taken as per the clauses mentioned in their appointment letter. The appointment letter serves as a contract between the employee and the employer.
3. Another approach to handling absenteeism is a proactive HR strategy. This involves studying the causes of absenteeism, analyzing the circumstances, understanding the human aspect of the problem, and then deciding on the appropriate course of action. Actions may include legal proceedings (as per the cases mentioned in points 1 or 2), counseling, social or monetary penalties, etc.
I hope this information is helpful.
Best wishes,
Sameer
From India, Calcutta
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Please provide more details of your query to understand the gravity of the issue and to suggest ways to deal with such cases.
In general, there are different ways to address both unionized workmen (non-management) and management-grade employees:
1. Action for unionized (non-management) workmen should be taken in accordance with the provisions of the Industrial Disputes Act of 1947 and in conjunction with the company's standing orders.
2. For management-grade employees, actions can be taken as per the clauses mentioned in their appointment letter. The appointment letter serves as a contract between the employee and the employer.
3. Another approach to handling absenteeism is a proactive HR strategy. This involves studying the causes of absenteeism, analyzing the circumstances, understanding the human aspect of the problem, and then deciding on the appropriate course of action. Actions may include legal proceedings (as per the cases mentioned in points 1 or 2), counseling, social or monetary penalties, etc.
I hope this information is helpful.
Best wishes,
Sameer
From India, Calcutta
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Hi all,
Normally, in IT companies, one more clause is used:
Message start- "`In case you fail to report to duty on or before ... 2007, it will be construed as abandonment of employment, and necessary termination proceedings will be initiated.`" Message End.
Kindly note that in case of termination of employment for reasons of long absence, no relieving letter/experience letter would be given. This is a norm that is followed in most SEI-CMM Level 5 organizations in Bangalore.
Thanks, Giridhar
From India, Bangalore
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Normally, in IT companies, one more clause is used:
Message start- "`In case you fail to report to duty on or before ... 2007, it will be construed as abandonment of employment, and necessary termination proceedings will be initiated.`" Message End.
Kindly note that in case of termination of employment for reasons of long absence, no relieving letter/experience letter would be given. This is a norm that is followed in most SEI-CMM Level 5 organizations in Bangalore.
Thanks, Giridhar
From India, Bangalore
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Dear Giridhar,
Yes, you are right. All appointment letters have such a clause. That's why I have mentioned earlier that action may be taken on non-unionized staff as per the terms and conditions of their appointment letter.
Sameer
From India, Calcutta
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Yes, you are right. All appointment letters have such a clause. That's why I have mentioned earlier that action may be taken on non-unionized staff as per the terms and conditions of their appointment letter.
Sameer
From India, Calcutta
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Hi All,
Thanks for your support.
Well, Sameer, we have faced cases like this in the past, generally with the trainees/programmers. They will disappear, and suddenly one day, they will come and submit their resignation, asking to be relieved on the same day as they have to join a new company.
We relieve them just to avoid hurting them, and above all, they are not contributing any productivity to the organization. However, this behavior is continuing.
Can we make them understand that they have to serve the notice period? If not, what can the organization do?
Another issue occurred when an employee vanished while working on an important project. They never replied to any calls or emails. Then, one day, they sent an email stating that the company lacks a human touch towards its employees. How should we deal with this kind of issue?
Actions taken regarding the issue:
1. Calls to his mobile,
2. Calls to his family members,
3. Tried contacting his colleagues,
4. Sent an email as a final attempt.
All the above steps were taken over two working days.
Thanks,
Falguni
From India, Hyderabad
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Thanks for your support.
Well, Sameer, we have faced cases like this in the past, generally with the trainees/programmers. They will disappear, and suddenly one day, they will come and submit their resignation, asking to be relieved on the same day as they have to join a new company.
We relieve them just to avoid hurting them, and above all, they are not contributing any productivity to the organization. However, this behavior is continuing.
Can we make them understand that they have to serve the notice period? If not, what can the organization do?
Another issue occurred when an employee vanished while working on an important project. They never replied to any calls or emails. Then, one day, they sent an email stating that the company lacks a human touch towards its employees. How should we deal with this kind of issue?
Actions taken regarding the issue:
1. Calls to his mobile,
2. Calls to his family members,
3. Tried contacting his colleagues,
4. Sent an email as a final attempt.
All the above steps were taken over two working days.
Thanks,
Falguni
From India, Hyderabad
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Dear Falguni,
Have you ever tried to study why your employees leave without intimating the HR department or their boss? Do you have any bond system? What is the notice period duration in your organization?
People usually leave the organization when they anticipate any problem with their present employer post-separation or at the time of separation, or they have any bond and are under obligation to pay something for not completing the period as per the bond.
Some important reasons why employees don't inform:
1. New employers put pressure to join immediately.
2. Employees don't have any stake in the company, therefore get nothing through full and final settlement (no PF, gratuity, leave encashment, etc).
3. Immature behavior (because most IT resources are very young), they don't have an understanding of the consequences of termination.
4. Some employees play smart (don't want to pay company loans or other dues back to the company before leaving).
5. Another important reason, they want to settle down in a new job before resigning (keep the option open to return back).
Now, what can you do with such cases:
First, there is no set rule for this.
Second, always take the professional approach (with a human angle).
Third, if despite your best efforts for contacting them (but the employee is not responding), somebody says that you don't have human values, please tell that person that they don't have basic manners and working ethics and they should not talk about human touch. Terminate them. Send a copy of this termination letter to their new employers; they should also know the character of such an employee.
There are various aspects to this. I request you to study your organization's cases and take appropriate action accordingly.
Best wishes,
Sameer
From India, Calcutta
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Have you ever tried to study why your employees leave without intimating the HR department or their boss? Do you have any bond system? What is the notice period duration in your organization?
People usually leave the organization when they anticipate any problem with their present employer post-separation or at the time of separation, or they have any bond and are under obligation to pay something for not completing the period as per the bond.
Some important reasons why employees don't inform:
1. New employers put pressure to join immediately.
2. Employees don't have any stake in the company, therefore get nothing through full and final settlement (no PF, gratuity, leave encashment, etc).
3. Immature behavior (because most IT resources are very young), they don't have an understanding of the consequences of termination.
4. Some employees play smart (don't want to pay company loans or other dues back to the company before leaving).
5. Another important reason, they want to settle down in a new job before resigning (keep the option open to return back).
Now, what can you do with such cases:
First, there is no set rule for this.
Second, always take the professional approach (with a human angle).
Third, if despite your best efforts for contacting them (but the employee is not responding), somebody says that you don't have human values, please tell that person that they don't have basic manners and working ethics and they should not talk about human touch. Terminate them. Send a copy of this termination letter to their new employers; they should also know the character of such an employee.
There are various aspects to this. I request you to study your organization's cases and take appropriate action accordingly.
Best wishes,
Sameer
From India, Calcutta
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Hi Sameer,
It's sometimes very difficult to change the rules set by others, so we have to work within those rules. I hope you understand my point. Can you suggest a way to reduce this issue? People often cite reasons like being unwell, a sick family member, a death in the family, or family needs as excuses. Eventually, they mention joining other companies, and there will be a verification email about them in the inbox.
I acknowledge that there are issues with our current policies, but changing them isn't simple. That's why I've started working on an alternative policy without informing management. Once I complete it, I will present it to them. If they agree, we can implement it; otherwise, we'll stick to the same old tradition.
Thank you,
Falguni
From India, Hyderabad
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It's sometimes very difficult to change the rules set by others, so we have to work within those rules. I hope you understand my point. Can you suggest a way to reduce this issue? People often cite reasons like being unwell, a sick family member, a death in the family, or family needs as excuses. Eventually, they mention joining other companies, and there will be a verification email about them in the inbox.
I acknowledge that there are issues with our current policies, but changing them isn't simple. That's why I've started working on an alternative policy without informing management. Once I complete it, I will present it to them. If they agree, we can implement it; otherwise, we'll stick to the same old tradition.
Thank you,
Falguni
From India, Hyderabad
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Hi,
In my previous company, what we used to do was first check the reason why the employee was not coming in. We would then make a phone call at the initial level, and if the issue was not resolvable, we would send a warning letter asking the employee to resume their duties.
Balkrishna
From India, Ahmadabad
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In my previous company, what we used to do was first check the reason why the employee was not coming in. We would then make a phone call at the initial level, and if the issue was not resolvable, we would send a warning letter asking the employee to resume their duties.
Balkrishna
From India, Ahmadabad
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Rather than delivering verbal warnings through mail, it is advisable to obtain a written acknowledgment from the individual regarding unauthorized absenteeism being unacceptable in the future. Additionally, mention that necessary corrective actions will be implemented if this behavior is repeated.
Hi,
If an employee is absent for more than three days without providing prior notice, what actions or steps can be taken without causing offense? In a previous incident, an individual was absent for more than three days without informing the company. Despite attempts to contact the employee through phone calls, emails, and friends, there was no response. Consequently, an email was sent stating that any unauthorized absence would be considered as absconding from work. The employee reacted angrily, arguing that the policy lacks friendliness and fails to maintain personal relationships with staff members. Can anyone provide guidance on how to handle such situations effectively?
Regards,
Falguni
From India, Bangalore
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Hi,
If an employee is absent for more than three days without providing prior notice, what actions or steps can be taken without causing offense? In a previous incident, an individual was absent for more than three days without informing the company. Despite attempts to contact the employee through phone calls, emails, and friends, there was no response. Consequently, an email was sent stating that any unauthorized absence would be considered as absconding from work. The employee reacted angrily, arguing that the policy lacks friendliness and fails to maintain personal relationships with staff members. Can anyone provide guidance on how to handle such situations effectively?
Regards,
Falguni
From India, Bangalore
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Hi,
Is it the first time the employee is on unauthorized leave or is it repetitive in nature?
If it is the first time, have a discussion with the HOD and give an oral warning to the employee, stating that the way they took leave is unprofessional and should not be repeated in the future. Ask them to improve in this regard.
If it is repetitive in nature, issue a warning letter and also schedule a counseling session with the employee in consultation with the concerned HOD.
Regards,
RBP
From India, Bangalore
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Is it the first time the employee is on unauthorized leave or is it repetitive in nature?
If it is the first time, have a discussion with the HOD and give an oral warning to the employee, stating that the way they took leave is unprofessional and should not be repeated in the future. Ask them to improve in this regard.
If it is repetitive in nature, issue a warning letter and also schedule a counseling session with the employee in consultation with the concerned HOD.
Regards,
RBP
From India, Bangalore
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Hi,
What I have understood from your case is:
1. Absenting oneself without intimation.
2. Disciplinary actions seem like uncourteous behavior from the organization's point of view.
For the first issue, refer back to the past to understand his frequent absenteeism in the following manner. If it is frequent, urgent counseling is required to understand why the person is doing so. If no valid reasons are there, then he can be warned, and repetition of the behavior will lead to punishment as decided by the organization.
If it is the first time, understand the reason and politely inform the person of the acceptable behavior in the organization.
All absentees without notice/prior approval should receive a warning letter approved by the head of the department.
I strongly believe that when a person is inducted into the organization, they should be made to go through the HR Policy which addresses issues such as promotion, leave, training, rewards, etc. No employees will question when the action taken is based on the documents (HR Policy Manual).
Regards,
Dr. Kavita R. Shanmughan
OD Facilitator
From India, Madras
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What I have understood from your case is:
1. Absenting oneself without intimation.
2. Disciplinary actions seem like uncourteous behavior from the organization's point of view.
For the first issue, refer back to the past to understand his frequent absenteeism in the following manner. If it is frequent, urgent counseling is required to understand why the person is doing so. If no valid reasons are there, then he can be warned, and repetition of the behavior will lead to punishment as decided by the organization.
If it is the first time, understand the reason and politely inform the person of the acceptable behavior in the organization.
All absentees without notice/prior approval should receive a warning letter approved by the head of the department.
I strongly believe that when a person is inducted into the organization, they should be made to go through the HR Policy which addresses issues such as promotion, leave, training, rewards, etc. No employees will question when the action taken is based on the documents (HR Policy Manual).
Regards,
Dr. Kavita R. Shanmughan
OD Facilitator
From India, Madras
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Hi well in such case of absenteeism what you can do is issue a warning letter stated that if the emp rapid it again then there will be deduction in his salary seem gusain
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Dear Falguni,
In case of long absenteeism, our policy is as follows:
1. We firstly confirm whether the reason stated by the employee is a fact.
2. If it is not a fact, we warn him not to do this again.
3. If it is found that he repeats, then disciplinary action is taken; his leave is made without pay, and a memo is given to him.
4. We have included a clause in the appointment letter regarding long absenteeism and absence without information. It states that management has the right to terminate the employee in case of continuous seven days of absenteeism without prior permission.
Regards,
Padmini.
From India, Thana
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In case of long absenteeism, our policy is as follows:
1. We firstly confirm whether the reason stated by the employee is a fact.
2. If it is not a fact, we warn him not to do this again.
3. If it is found that he repeats, then disciplinary action is taken; his leave is made without pay, and a memo is given to him.
4. We have included a clause in the appointment letter regarding long absenteeism and absence without information. It states that management has the right to terminate the employee in case of continuous seven days of absenteeism without prior permission.
Regards,
Padmini.
From India, Thana
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Hi Falgunikumar,
You have to consider the grievance of the employee. You have to evaluate the problem and find a solution at your level. If it is still beyond your limit, bring it to the notice of your higher authority, if the problem is genuine. If somebody wants to leave the organization for a new and better offer, in this case, you need to take disciplinary action as per your company policies.
The ultimate bad name goes to the HR department only from management and the job market. We need to maintain HR relations at last.
Sikhinam
If an employee is absent on leave for 3+ days without information, what actions/steps can be taken? It should be done in a way that the employee will not feel bad. In the past, we had an issue like this where someone was absent for 3+ days without intimation. We tried to reach him through calls, emails, and friends but in vain, with no reply. So, we sent a mail stating that any unauthorized absence will be treated as absconding from work. He was very angry and mentioned that the policy is not friendly and there is no personal relation maintained with employees. Can anyone help me out with this?
Regards,
Falguni
From India, Hyderabad
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You have to consider the grievance of the employee. You have to evaluate the problem and find a solution at your level. If it is still beyond your limit, bring it to the notice of your higher authority, if the problem is genuine. If somebody wants to leave the organization for a new and better offer, in this case, you need to take disciplinary action as per your company policies.
The ultimate bad name goes to the HR department only from management and the job market. We need to maintain HR relations at last.
Sikhinam
If an employee is absent on leave for 3+ days without information, what actions/steps can be taken? It should be done in a way that the employee will not feel bad. In the past, we had an issue like this where someone was absent for 3+ days without intimation. We tried to reach him through calls, emails, and friends but in vain, with no reply. So, we sent a mail stating that any unauthorized absence will be treated as absconding from work. He was very angry and mentioned that the policy is not friendly and there is no personal relation maintained with employees. Can anyone help me out with this?
Regards,
Falguni
From India, Hyderabad
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Hi all,
I am really happy to see so much help. Well, what I can zero in on is:
1) Check whether the employee is doing it for the first time or it's a repeated action.
2) If it's for the first time, then check whether the case is genuine.
3) If it's a repeated action, check if any memo was issued in the employee's name. If yes, then take action according to the policy. If not issued, then issue one.
4) If the case is not genuine, then make the employee understand that they can face difficult situations.
Any changes required? I hope that by taking these kinds of actions, he/she will not have a complaint that HR is not friendly.
Thanks,
Falguni
From India, Hyderabad
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I am really happy to see so much help. Well, what I can zero in on is:
1) Check whether the employee is doing it for the first time or it's a repeated action.
2) If it's for the first time, then check whether the case is genuine.
3) If it's a repeated action, check if any memo was issued in the employee's name. If yes, then take action according to the policy. If not issued, then issue one.
4) If the case is not genuine, then make the employee understand that they can face difficult situations.
Any changes required? I hope that by taking these kinds of actions, he/she will not have a complaint that HR is not friendly.
Thanks,
Falguni
From India, Hyderabad
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Hi Falguni,
From my side, as per the situation that you have stated in your post, the following things should be done:
1. Get the employee and his employment history. Check if he has done the same thing in his previous organizations by keenly observing his CV.
2. Obtain peer feedback and the supervisor's remarks.
3. Consult with him directly or pass the communication about the seriousness of his absconding to his references.
4. Issue a "No Show, No Cause" notice against him. If he does not reply,
5. Terminate him. If he does not reply to such notice, forward the communication to his references or his previous employers.
These are the basic steps we can take based upon the urgency of the case.
Thank you and regards,
Suryakant
From India, Bangalore
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From my side, as per the situation that you have stated in your post, the following things should be done:
1. Get the employee and his employment history. Check if he has done the same thing in his previous organizations by keenly observing his CV.
2. Obtain peer feedback and the supervisor's remarks.
3. Consult with him directly or pass the communication about the seriousness of his absconding to his references.
4. Issue a "No Show, No Cause" notice against him. If he does not reply,
5. Terminate him. If he does not reply to such notice, forward the communication to his references or his previous employers.
These are the basic steps we can take based upon the urgency of the case.
Thank you and regards,
Suryakant
From India, Bangalore
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Hi Sonika,
I am working for an automobile industry, and unscheduled absenteeism is an issue over here too. Unscheduled absenteeism is very high among the contract workers, particularly immediately after salary disbursement. I conducted exit interviews with almost 60 workers, and the reasons for their leave, without intimating their production supervisors, were as follows:
1. June is the harvest season for rice, and they have to be in the fields.
2. Family problems such as illness.
3. Marriage of family members.
All the above reasons require their presence as they may be the sole earning member of the family.
There is no way to completely eliminate absenteeism, but we can find solutions to reduce high rates of unscheduled absenteeism, which is the most irritating kind.
One solution could be counseling them, where they are communicated about the importance of their contribution to the company. This could boost their morale. Other solutions are yet to be identified from my side. If you have any solutions, please communicate them to me. I hope I could shed some light on the issue.
Waiting for replies.
Thanks.
From Kuwait
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I am working for an automobile industry, and unscheduled absenteeism is an issue over here too. Unscheduled absenteeism is very high among the contract workers, particularly immediately after salary disbursement. I conducted exit interviews with almost 60 workers, and the reasons for their leave, without intimating their production supervisors, were as follows:
1. June is the harvest season for rice, and they have to be in the fields.
2. Family problems such as illness.
3. Marriage of family members.
All the above reasons require their presence as they may be the sole earning member of the family.
There is no way to completely eliminate absenteeism, but we can find solutions to reduce high rates of unscheduled absenteeism, which is the most irritating kind.
One solution could be counseling them, where they are communicated about the importance of their contribution to the company. This could boost their morale. Other solutions are yet to be identified from my side. If you have any solutions, please communicate them to me. I hope I could shed some light on the issue.
Waiting for replies.
Thanks.
From Kuwait
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Hi Folks,
Falguni has touched on a subject that has almost all sections of the industry in a quandary. I have had the privilege of being in the Army (believe me, it was very easy to tackle absenteeism), in a call center, automobile industry, the hotel industry, and currently in the garment industry. Absentees play havoc with the system.
What we do here is that:
- We draw out the list of absentees on a day.
- The details of absence for the last six months are also mentioned month-wise against the name of the employee.
- The absentees of the previous day are counseled on a number of issues including the loss to the company, their bonus, incentive, etc., the next day.
- Reasons are also given an ear, but one has to be very careful not to fall prey. Imagine a reason like "I was tired" or "My father was tired and I am the only daughter."
- On the third day of absence, we call up the absent employee. No replies, changed phone numbers, etc., are common frustrations.
- Anyone absent for five continuous days without information is issued a written warning sent to his/her home that their services will be terminated if they do not report for work or do not inform reasons for absence.
- On the seventh day, their services are terminated.
- Any employee terminated in this manner cannot be taken back, however capable he/she may be.
Absenteeism is a phenomenon that is here to stay. Long working hours take their toll. The automobile HR can play with the incentive of the absentees. Others can build in an attendance bonus and play with that by building rules for claiming it. When the salary is being negotiated, use this bonus as a card. The bonus should be sufficiently large for them to feel the pinch and adequately small so as not to impact the salary seriously, else the attrition may go up. Either you get the bonus or you don't. There should not be an in-between of 50%, 25%, and so on.
Best regards,
Ajay
From India, New Delhi
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Falguni has touched on a subject that has almost all sections of the industry in a quandary. I have had the privilege of being in the Army (believe me, it was very easy to tackle absenteeism), in a call center, automobile industry, the hotel industry, and currently in the garment industry. Absentees play havoc with the system.
What we do here is that:
- We draw out the list of absentees on a day.
- The details of absence for the last six months are also mentioned month-wise against the name of the employee.
- The absentees of the previous day are counseled on a number of issues including the loss to the company, their bonus, incentive, etc., the next day.
- Reasons are also given an ear, but one has to be very careful not to fall prey. Imagine a reason like "I was tired" or "My father was tired and I am the only daughter."
- On the third day of absence, we call up the absent employee. No replies, changed phone numbers, etc., are common frustrations.
- Anyone absent for five continuous days without information is issued a written warning sent to his/her home that their services will be terminated if they do not report for work or do not inform reasons for absence.
- On the seventh day, their services are terminated.
- Any employee terminated in this manner cannot be taken back, however capable he/she may be.
Absenteeism is a phenomenon that is here to stay. Long working hours take their toll. The automobile HR can play with the incentive of the absentees. Others can build in an attendance bonus and play with that by building rules for claiming it. When the salary is being negotiated, use this bonus as a card. The bonus should be sufficiently large for them to feel the pinch and adequately small so as not to impact the salary seriously, else the attrition may go up. Either you get the bonus or you don't. There should not be an in-between of 50%, 25%, and so on.
Best regards,
Ajay
From India, New Delhi
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Hi Ajay,
It was really one of the solutions which I was thinking of. Absenteeism will never stop but can only be reduced. What puts me back when talking to them will be their effort and time they have given in the past.
Let me draw one more point here...
Why do they suddenly go for a leave? Is there something wrong with them, or are they not happy with the superior and surroundings? Sometimes it's the senior who causes the main factor for taking a leave. Whatever you do, it's very difficult to talk against your senior; there is always a fear of the unknown. What will happen if my senior knows about it? What will happen to my appraisal? It's better to find a new job than take the risk of talking about my senior. Once a seed is planted, it's definitely going to be a tree. The only thing that can stop it will be to stop nurturing it, i.e., take out your feelings. As we all know, we are always sandwiched between employees and management. We can neither be on this side nor be on the other side. Can anyone help me with how to make employees comfortable with the HR department?
Thanks,
Falguni
From India, Hyderabad
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It was really one of the solutions which I was thinking of. Absenteeism will never stop but can only be reduced. What puts me back when talking to them will be their effort and time they have given in the past.
Let me draw one more point here...
Why do they suddenly go for a leave? Is there something wrong with them, or are they not happy with the superior and surroundings? Sometimes it's the senior who causes the main factor for taking a leave. Whatever you do, it's very difficult to talk against your senior; there is always a fear of the unknown. What will happen if my senior knows about it? What will happen to my appraisal? It's better to find a new job than take the risk of talking about my senior. Once a seed is planted, it's definitely going to be a tree. The only thing that can stop it will be to stop nurturing it, i.e., take out your feelings. As we all know, we are always sandwiched between employees and management. We can neither be on this side nor be on the other side. Can anyone help me with how to make employees comfortable with the HR department?
Thanks,
Falguni
From India, Hyderabad
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Dear Member Fulguni,
I have gone through all the member opinions. I don't know how serious the problem and loss to the company is, but HR should take a mature decision and validate prior initiation actions. Of course, we have supportive laws.
- First, gauge the issue and review the track record of the employee.
- Initiate contact with parents/references.
- If beyond 72 hours and beyond, issue a disciplinary notice as per company policy.
- If the employee turns up after one week without intimation, validate their problem and provide counseling.
In my opinion, HR should strive to win the hearts of employees for better representation and prospects of the company. I hope this enlightens the issue for taking action.
Regards,
Ramesh Yandamuri
From India, Visakhapatnam
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I have gone through all the member opinions. I don't know how serious the problem and loss to the company is, but HR should take a mature decision and validate prior initiation actions. Of course, we have supportive laws.
- First, gauge the issue and review the track record of the employee.
- Initiate contact with parents/references.
- If beyond 72 hours and beyond, issue a disciplinary notice as per company policy.
- If the employee turns up after one week without intimation, validate their problem and provide counseling.
In my opinion, HR should strive to win the hearts of employees for better representation and prospects of the company. I hope this enlightens the issue for taking action.
Regards,
Ramesh Yandamuri
From India, Visakhapatnam
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Unscheduled leaves affect annual targets; therefore, they must be minimized.
a) Two unscheduled leaves in a quarter are not calculated towards annual appraisal.
b) The company reserves the right to send the immediate supervisor to the employee's home to inquire about the same. If you practice this, employee engagement will increase, showing that you genuinely care about your employees.
c) The company physician shall examine a person upon their return.
d) The person may be dissatisfied with your company, and this is one of the indicators.
Please analyze leaves based on at least four parameters: employee, days of the month, work area, and supervisor. Some people take leave near weekends, salary days, or festivals to extend their holiday. Certain work areas are challenging, leading to more leaves in those domains. The same applies to bosses as well. Provide advice based on COPC guidelines.
Suryavrat
From India, Delhi
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a) Two unscheduled leaves in a quarter are not calculated towards annual appraisal.
b) The company reserves the right to send the immediate supervisor to the employee's home to inquire about the same. If you practice this, employee engagement will increase, showing that you genuinely care about your employees.
c) The company physician shall examine a person upon their return.
d) The person may be dissatisfied with your company, and this is one of the indicators.
Please analyze leaves based on at least four parameters: employee, days of the month, work area, and supervisor. Some people take leave near weekends, salary days, or festivals to extend their holiday. Certain work areas are challenging, leading to more leaves in those domains. The same applies to bosses as well. Provide advice based on COPC guidelines.
Suryavrat
From India, Delhi
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