Dear Friends,
In my organization, Absenteeism is a recurrent problem. Our production suffers a lot due to this. We have restructed our leave policy to counter this.
At the same time we want to take steps in employee motivation to counter this problem. ie. We intend to link rewards to attendance and productivity (something like a performance bonus)
ie. Some way of encouraging the Employee whose attendance is the maximum or the team which is able to reduce the level of absenteeism and put in optimum performance. We want this to be reflected in an employee's appraisal.
Could someone guide as to how you follow this in your organisation.
This is very Urgent, as I have to provide a solution in my next production meeting.
Regards,
Vinita
From India, Bharuch
16In my organization, Absenteeism is a recurrent problem. Our production suffers a lot due to this. We have restructed our leave policy to counter this.
At the same time we want to take steps in employee motivation to counter this problem. ie. We intend to link rewards to attendance and productivity (something like a performance bonus)
ie. Some way of encouraging the Employee whose attendance is the maximum or the team which is able to reduce the level of absenteeism and put in optimum performance. We want this to be reflected in an employee's appraisal.
Could someone guide as to how you follow this in your organisation.
This is very Urgent, as I have to provide a solution in my next production meeting.
Regards,
Vinita
From India, Bharuch
Hi,
Persisitent absenteeism is only a symptom of some potentially larger problem or problems.
These will have roots around organisation policies, rewards and recognition, Disciplinary rules, proceedings, managers' commitment and integrity etc.
I could offer my process consutancy help you manage this. There is no band-aid/quick fix for such problems.
Jo
09448270474
From India, Bangalore
Persisitent absenteeism is only a symptom of some potentially larger problem or problems.
These will have roots around organisation policies, rewards and recognition, Disciplinary rules, proceedings, managers' commitment and integrity etc.
I could offer my process consutancy help you manage this. There is no band-aid/quick fix for such problems.
Jo
09448270474
From India, Bangalore
SOME SOLUTIONS
1.ATTENDANCE BONUS.
2.FLEXITIME
3.LINKING SOME NONMANDATORY BENEFITS TO ATTENDANCE
4.COUNSELLING INDIVIDUALLY BY SENIORS/HR POOR "ATTENDEES"
5.VISIBLE PUBLIC REGONITION (ADDITION TO ATTENDANCE BONUS)
BEST "ATTENDEES"
6.DEVELOPING MANAGERS/BOSSES AS "GOOD LEADERS"
7.LINKING PROMOTIONS TO ATTENDANCE IN ADDITION TO POTENTIAL/MERIT
Regards.Krishnan.
From India, Bangalore
1.ATTENDANCE BONUS.
2.FLEXITIME
3.LINKING SOME NONMANDATORY BENEFITS TO ATTENDANCE
4.COUNSELLING INDIVIDUALLY BY SENIORS/HR POOR "ATTENDEES"
5.VISIBLE PUBLIC REGONITION (ADDITION TO ATTENDANCE BONUS)
BEST "ATTENDEES"
6.DEVELOPING MANAGERS/BOSSES AS "GOOD LEADERS"
7.LINKING PROMOTIONS TO ATTENDANCE IN ADDITION TO POTENTIAL/MERIT
Regards.Krishnan.
From India, Bangalore
Dear Mr. Krishnan, Thanks for your valuable tips. Can you give me some more inputs as to how I can work on "Attendance Bonus' (I have no clue about it). Regards, Vinita
From India, Bharuch
From India, Bharuch
Dear Vinita,
You can motivate your employer by having implementing by paying them one day salary if they present the whole month without being late to work.
I think this will help you to reduce the absentism and late coming to work.
Thanking you,
Regards,
Shiela Shetty
Manager HR
From Qatar, Doha
You can motivate your employer by having implementing by paying them one day salary if they present the whole month without being late to work.
I think this will help you to reduce the absentism and late coming to work.
Thanking you,
Regards,
Shiela Shetty
Manager HR
From Qatar, Doha
these are good tips. but how long it should continue to pay allowance for coimg on time & no leaves? reg meenu
From India, Jaipur
From India, Jaipur
Hello Vinita:
>... Absenteeism is a recurrent problem.<
Do all supervisors have the same absenteeism rate?
>At the same time we want to take steps in employee motivation to counter this problem. ie. We intend to link rewards to attendance and productivity (something like a performance bonus)<
That is good but why are employees not showing up for work?
> Some way of encouraging the Employee whose attendance is the maximum or the team which is able to reduce the level of absenteeism and put in optimum performance. We want this to be reflected in an employee's appraisal.<
That might reward the employees who show up for work anyway. I wonder if the employees who are problem can be bribed to come to work.
>Could someone guide as to how you follow this in your organisation.<
Employees who have an attendance problem need to be managed by their supervisors. Are supervisors well trained in managing their direct reports?
>This is very Urgent, as I have to provide a solution in my next production meeting.<
Start with the supervisor who has the highest absenteeism rate and speak with her in private.
Bob
From United States, Chelsea
>... Absenteeism is a recurrent problem.<
Do all supervisors have the same absenteeism rate?
>At the same time we want to take steps in employee motivation to counter this problem. ie. We intend to link rewards to attendance and productivity (something like a performance bonus)<
That is good but why are employees not showing up for work?
> Some way of encouraging the Employee whose attendance is the maximum or the team which is able to reduce the level of absenteeism and put in optimum performance. We want this to be reflected in an employee's appraisal.<
That might reward the employees who show up for work anyway. I wonder if the employees who are problem can be bribed to come to work.
>Could someone guide as to how you follow this in your organisation.<
Employees who have an attendance problem need to be managed by their supervisors. Are supervisors well trained in managing their direct reports?
>This is very Urgent, as I have to provide a solution in my next production meeting.<
Start with the supervisor who has the highest absenteeism rate and speak with her in private.
Bob
From United States, Chelsea
What Company rules/policies are in place regarding attendance? Are they being enforced? Do employees know what is expected of them? Were they told during the interview process? Re-enforced periodically?
In my experience a 5-7% absentee rate was generally acceptable, any number higher than that required "remedial action". While most of the absences are due to illness and injury, others are the result of employees who have lost their commitment to the employer.
Prior notice of absence for "personal business" or "medical care" was required. Obviously, there are times when an employee cannot anticipate an illness or injury, however there is no excuse for not informing the employer about the absence as soon as possible, either personally or through a surrogate. As bad as an unanticipated absence is in terms of production efficiency, the worse is a "no-call, no-show", which leaves the supervisor in a "suspended state" not knowing where the employee is or when he is expected, consequently, the shift starts with one vacancy, which could have a significant impact on the organization.
I"m not a big fan of an "attendance bonus". I believe that it sends the wrong message to employees, that message being, "We have money to bribe employees to come to work, but not to raise the wage rates of those who recognize their obligations and diligently work as scheduled". In addition, such a "bonus" may cause some employees who are truly sick to come to work, thereby infecting the employee population.
It is a basic tenant of employer-employee relationship, that an individual gives up certain rights when s/he accepts an offer of employment. The individual, now an employee, surrenders freedom of choice when s/he comes under the "direction and control" of the employer. The employee has an obligation to provide a "fair day's work for a fair day's wage", and that includes regular attendance as well as adherence to the rules. Failure to accept such restraints breaks the contract, and consequently, the relationship.
PALADIN
From United States,
In my experience a 5-7% absentee rate was generally acceptable, any number higher than that required "remedial action". While most of the absences are due to illness and injury, others are the result of employees who have lost their commitment to the employer.
Prior notice of absence for "personal business" or "medical care" was required. Obviously, there are times when an employee cannot anticipate an illness or injury, however there is no excuse for not informing the employer about the absence as soon as possible, either personally or through a surrogate. As bad as an unanticipated absence is in terms of production efficiency, the worse is a "no-call, no-show", which leaves the supervisor in a "suspended state" not knowing where the employee is or when he is expected, consequently, the shift starts with one vacancy, which could have a significant impact on the organization.
I"m not a big fan of an "attendance bonus". I believe that it sends the wrong message to employees, that message being, "We have money to bribe employees to come to work, but not to raise the wage rates of those who recognize their obligations and diligently work as scheduled". In addition, such a "bonus" may cause some employees who are truly sick to come to work, thereby infecting the employee population.
It is a basic tenant of employer-employee relationship, that an individual gives up certain rights when s/he accepts an offer of employment. The individual, now an employee, surrenders freedom of choice when s/he comes under the "direction and control" of the employer. The employee has an obligation to provide a "fair day's work for a fair day's wage", and that includes regular attendance as well as adherence to the rules. Failure to accept such restraints breaks the contract, and consequently, the relationship.
PALADIN
From United States,
Dear Vinita,
I guess you are speaking about employees on roll, in that case, there is some major problem in organisation policy, if it was coz of old policies, you can't expect change overnight, however find out where is the actual problem. Then you can work on it, many HR experts have given thier ideas here, however you need to decide which one suits best to your organisation. As suggested by BOB, discuss with the line supervisors about the gravity of the core problem.
Absenteeism is a severe disciplinary problem, try to sort out immediately if this is new to your organisation.
I suggest you to solve this with expert consultant if your company can afford.
- aravindan
I guess you are speaking about employees on roll, in that case, there is some major problem in organisation policy, if it was coz of old policies, you can't expect change overnight, however find out where is the actual problem. Then you can work on it, many HR experts have given thier ideas here, however you need to decide which one suits best to your organisation. As suggested by BOB, discuss with the line supervisors about the gravity of the core problem.
Absenteeism is a severe disciplinary problem, try to sort out immediately if this is new to your organisation.
I suggest you to solve this with expert consultant if your company can afford.
- aravindan
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Employee Motivation.ppt