Hi!
In this circumstance, you should refer to the standing orders/laws of the company. Definitely, absconding without intimation for more than 7 days is misconduct, and he is a probationer as well. Therefore, you can terminate him without intimation. I hope you provided him with the employee handbook (where it is clearly mentioned).
Secondly, there is no need for any humanitarian steps here. Nowadays, there are numerous means to communicate any accident, death, etc.
Pragadeesh
8056711888
From India, Madras
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In this circumstance, you should refer to the standing orders/laws of the company. Definitely, absconding without intimation for more than 7 days is misconduct, and he is a probationer as well. Therefore, you can terminate him without intimation. I hope you provided him with the employee handbook (where it is clearly mentioned).
Secondly, there is no need for any humanitarian steps here. Nowadays, there are numerous means to communicate any accident, death, etc.
Pragadeesh
8056711888
From India, Madras
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Deserting the job after a single day without any information is a gross misconduct. So, if an Appointment Letter was sent, you simply extend the validity of the Appointment letter by another week and ask the employee to resume duties within that period; otherwise, the appointment letter will be deemed to have been withdrawn. If he rejoins, well and good. If he does not, well, he loses the job. This will meet the ends of justice.
No disciplinary action or natural justice is required to be followed for an employee who only stayed for a single day just to desert the job or the company.
From India, Chandigarh
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56No disciplinary action or natural justice is required to be followed for an employee who only stayed for a single day just to desert the job or the company.
From India, Chandigarh
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A probationer does not enjoy the protection of the law of natural justice to hear his point of view for absenteeism. I came across a case in this matter. Leave applied by a probationer was turned down by management as the reason mentioned was not accepted by management. However, the probationer's priority was leave, and he proceeded on leave. Later, he was dismissed. My questions here are:
1. Why should he give a reason for leave? Is it mandatory?
2. If a probationer applies for leave by giving the right reason, and it is not considered, what is the remedy?
Regards,
Ravi
From India, Selam
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1. Why should he give a reason for leave? Is it mandatory?
2. If a probationer applies for leave by giving the right reason, and it is not considered, what is the remedy?
Regards,
Ravi
From India, Selam
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Dear Balaji,
Having been dealing with vigilance and disciplinary cases for about 45 years in the past, I could have been expected to have a more negative attitude, but I find a negative attitude more prevalent in the HR executives dealing with general administration.
The point to remember is that HR does not only represent human resources literally, but also embodies human relations in the form of staff relations or employee relations. HR does not allow for adopting a solely negative attitude without conducting a detailed analysis. A negative attitude can sometimes have significant consequences in a person's life, particularly for HR personnel.
In fact, HR serves as a crucial link between the management as a whole and the employees. Maintaining a balance on both sides is the primary responsibility of HR. A positive attitude in human relations is essential unless there is clear evidence that the other party is at fault.
The initial step is to analyze the issue with an impartial attitude. Therefore, it is necessary to investigate and analyze the reasons for an employee's absence before taking any stringent action. Even if the employee is found to be at fault, the management has the discretion to take stricter action, such as dismissal, for unauthorized absence from duty and taking up another employment without formal release, but only if the employee is proven to be at fault for reasons within their control.
Shortcuts in HR processes can be dangerous not only for employees but also for the reputation and trust of the organization among all its employees.
"Dear friend,
It is evident that he is not interested in his job or your company. He might have received another offer. After working for only one day, what can an employee expect? The principles of natural justice and the opportunity to be heard are typically considered when an individual has served a considerable number of years in an organization. In this case, we are not violating any laws. Before joining, if a person made an effort to visit the company's website and understand its background, shouldn't he have the courtesy to inform the authorities if he couldn't report for duty due to certain reasons? Does he not have the company's phone number? If this is the attitude he displays, especially the day after joining, what level of commitment can you expect from him?
It is known that many individuals suddenly disappear without any communication and start working elsewhere with an offer. They work for 10-15 days, and if they like the job, they stay; if not, they return claiming jaundice, a close relative's death, an accident, etc., supported by a (false) doctor's certificate. What do you think about this attitude? Verifying the legitimacy of their claims is a different matter.
In your situation, there is no need to send him any letters. Stay silent. Do not input his data into the payroll system for salary processing. Do not consider him an employee. If he shows up later, based on the circumstances, you can decide to treat him as a new joiner or not.
I do not support this attitude.
V. Balaji"
From India, Delhi
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Having been dealing with vigilance and disciplinary cases for about 45 years in the past, I could have been expected to have a more negative attitude, but I find a negative attitude more prevalent in the HR executives dealing with general administration.
The point to remember is that HR does not only represent human resources literally, but also embodies human relations in the form of staff relations or employee relations. HR does not allow for adopting a solely negative attitude without conducting a detailed analysis. A negative attitude can sometimes have significant consequences in a person's life, particularly for HR personnel.
In fact, HR serves as a crucial link between the management as a whole and the employees. Maintaining a balance on both sides is the primary responsibility of HR. A positive attitude in human relations is essential unless there is clear evidence that the other party is at fault.
The initial step is to analyze the issue with an impartial attitude. Therefore, it is necessary to investigate and analyze the reasons for an employee's absence before taking any stringent action. Even if the employee is found to be at fault, the management has the discretion to take stricter action, such as dismissal, for unauthorized absence from duty and taking up another employment without formal release, but only if the employee is proven to be at fault for reasons within their control.
Shortcuts in HR processes can be dangerous not only for employees but also for the reputation and trust of the organization among all its employees.
"Dear friend,
It is evident that he is not interested in his job or your company. He might have received another offer. After working for only one day, what can an employee expect? The principles of natural justice and the opportunity to be heard are typically considered when an individual has served a considerable number of years in an organization. In this case, we are not violating any laws. Before joining, if a person made an effort to visit the company's website and understand its background, shouldn't he have the courtesy to inform the authorities if he couldn't report for duty due to certain reasons? Does he not have the company's phone number? If this is the attitude he displays, especially the day after joining, what level of commitment can you expect from him?
It is known that many individuals suddenly disappear without any communication and start working elsewhere with an offer. They work for 10-15 days, and if they like the job, they stay; if not, they return claiming jaundice, a close relative's death, an accident, etc., supported by a (false) doctor's certificate. What do you think about this attitude? Verifying the legitimacy of their claims is a different matter.
In your situation, there is no need to send him any letters. Stay silent. Do not input his data into the payroll system for salary processing. Do not consider him an employee. If he shows up later, based on the circumstances, you can decide to treat him as a new joiner or not.
I do not support this attitude.
V. Balaji"
From India, Delhi
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The notion of 'termination' is very much anchored in your mind. As you are also an employee of x employer, you may be aware of the need to adhere to the company policy. If a proper policy is not in place, then establish a solid policy by hiring a good HR consultant. Otherwise, each employee will become an experimental tool for the HR team/yourself on various issues.
From India, Mumbai
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From India, Mumbai
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I don't think any action should be taken because he has just joined the organization. Maybe he didn't find a friendly atmosphere as he thought, or perhaps the work didn't suit him. It could also be some personal problem, such as a salary issue. The best approach is to call him and ask what his problem is, and then decide based on company policy. Before that, there is no need to take any action.
From India, Thana
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From India, Thana
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Dear Friends,
The actions could be manifold, like:
Action to be taken if no appointment letter has been issued: no action.
Action to be taken if the appointment letter has not been issued but the employee has not signed in the attendance register: he is a probationer, and the action to be taken will be as applicable for employees on probation as suggested by Rhea and others.
The finance action is to credit him with one day's salary and allow him to come collect this amount and use that as an opportunity to have a terminal interview with him to find out the reasons for discontinuing the employment after serving for one day. Apart from legal procedures.
In any case, such cases generally raise a lot of questions:
1. Are our recruitment methods proper? Did we select the right man? Did we assess the candidate properly?
2. How does an outsider view us? How are we when compared to other employers?
We must do a self-analysis by answering these questions and initiate corrective actions in the interest of the organization and to protect the morale of existing employees.
JR Kumar, Faculty Director, FAPCCI, Hyd
From India, Hyderabad
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The actions could be manifold, like:
Action to be taken if no appointment letter has been issued: no action.
Action to be taken if the appointment letter has not been issued but the employee has not signed in the attendance register: he is a probationer, and the action to be taken will be as applicable for employees on probation as suggested by Rhea and others.
The finance action is to credit him with one day's salary and allow him to come collect this amount and use that as an opportunity to have a terminal interview with him to find out the reasons for discontinuing the employment after serving for one day. Apart from legal procedures.
In any case, such cases generally raise a lot of questions:
1. Are our recruitment methods proper? Did we select the right man? Did we assess the candidate properly?
2. How does an outsider view us? How are we when compared to other employers?
We must do a self-analysis by answering these questions and initiate corrective actions in the interest of the organization and to protect the morale of existing employees.
JR Kumar, Faculty Director, FAPCCI, Hyd
From India, Hyderabad
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I agree with Balji’s view. One day old employee does not require this type of treatment. Simply strike-off his name ....... Nothing is going to happen......
From India, Vadodara
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From India, Vadodara
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Hi,
First, you have to verify the cause. If there are others who have joined with him (group recruitment), then one of them will surely know what's happening. Else, contact him at his address. Chances are that either he has met an emergency (in that case, he would have left a message with someone) or he has used your organization as a 'filler' while waiting for another opportunity.
In the latter case, you know he has gone for good. You can ask for an explanation via registered mail (and acknowledgement), and in case you don't get a reply or a suitable reply, the concerned disciplinary authority can take the decision. There will be no use trying to get him to honor the 'bond' if any, (except if you know where he has joined).
After this dust settles down and you know that he has left for a better opportunity, you need to analyze if he has left out of disillusionment or it was a planned action (filler concept). Take corrective action.
Regards
From India, Visakhapatnam
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First, you have to verify the cause. If there are others who have joined with him (group recruitment), then one of them will surely know what's happening. Else, contact him at his address. Chances are that either he has met an emergency (in that case, he would have left a message with someone) or he has used your organization as a 'filler' while waiting for another opportunity.
In the latter case, you know he has gone for good. You can ask for an explanation via registered mail (and acknowledgement), and in case you don't get a reply or a suitable reply, the concerned disciplinary authority can take the decision. There will be no use trying to get him to honor the 'bond' if any, (except if you know where he has joined).
After this dust settles down and you know that he has left for a better opportunity, you need to analyze if he has left out of disillusionment or it was a planned action (filler concept). Take corrective action.
Regards
From India, Visakhapatnam
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Hi,
Greetings for the day.
Well, if I give insight into the issue, there might be three major issues that have arisen:
1. False commitments/promises given at the time of selection - later not seen by a new joiner.
2. Withdrawal of interest from a new assignment - maybe due to comfort, interest, or any other reason in the new job.
3. He/she may have something very serious and could not connect (very slim chances), giving the benefit of the doubt.
Whatever the situation, you have a candidate who has left after joining. This is becoming a common issue nowadays. Please review your processes not only at the HR level but also at the department level. People generally blame HR, saying there is no "Walk the Talk" approach by HR, showing the big picture but not following through.
If a new joiner has not yet connected with you, then they may not respond. Start searching for a new candidate.
At least be thankful that they left in one day; otherwise, it could have happened after a week or a month where they would have gained a lot of information about your organization, undergone induction, and then left.
Keep things moving. Go ahead and hire a new one.
Maulik
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Greetings for the day.
Well, if I give insight into the issue, there might be three major issues that have arisen:
1. False commitments/promises given at the time of selection - later not seen by a new joiner.
2. Withdrawal of interest from a new assignment - maybe due to comfort, interest, or any other reason in the new job.
3. He/she may have something very serious and could not connect (very slim chances), giving the benefit of the doubt.
Whatever the situation, you have a candidate who has left after joining. This is becoming a common issue nowadays. Please review your processes not only at the HR level but also at the department level. People generally blame HR, saying there is no "Walk the Talk" approach by HR, showing the big picture but not following through.
If a new joiner has not yet connected with you, then they may not respond. Start searching for a new candidate.
At least be thankful that they left in one day; otherwise, it could have happened after a week or a month where they would have gained a lot of information about your organization, undergone induction, and then left.
Keep things moving. Go ahead and hire a new one.
Maulik
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