Dear Sujata,
Find the attachment of the sample format for Special Permission required during office hours. If an employee comes late, he or she has to get approval from their HOD. Let's inform all the HODs not to give more than 2 permissions in a month and not more than 2 hours at a time.
Prepare a policy for employees exceeding the above limits; their late minutes are calculated. For employees whose late minutes reach 30 minutes, half a day can be deducted, or half a day leave can be canceled from their leave balances. This process repeats for every 30-minute count.
For 30 minutes = 1/2 day leave deduction. For 1 hour = 1 day leave deduction. Similarly, in a total month, calculate the total late minutes and deduct the same from their leave balance or make LOP. Prepare a policy and inform all employees before deductions.
Regards,
K. SAIKISHORE
From India
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54Find the attachment of the sample format for Special Permission required during office hours. If an employee comes late, he or she has to get approval from their HOD. Let's inform all the HODs not to give more than 2 permissions in a month and not more than 2 hours at a time.
Prepare a policy for employees exceeding the above limits; their late minutes are calculated. For employees whose late minutes reach 30 minutes, half a day can be deducted, or half a day leave can be canceled from their leave balances. This process repeats for every 30-minute count.
For 30 minutes = 1/2 day leave deduction. For 1 hour = 1 day leave deduction. Similarly, in a total month, calculate the total late minutes and deduct the same from their leave balance or make LOP. Prepare a policy and inform all employees before deductions.
Regards,
K. SAIKISHORE
From India
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Hi Sujata,
I am not sure whether it affects employees' productivity if they come late, as I do not know the nature of their job. Regardless, they have signed that they will report to work at a stipulated time. Non-adherence to any contractual clause should be followed by consequential management. You will have to ascertain how many instances/data points of non-adherence your management will agree to within 3 months. For example, if an employee comes late 9 times in 3 months, will your management consider that a behavioral issue and ask the employee to leave? In fact, on the 6th instance, he should be issued a verbal warning, on the 7th instance a written warning letter, and on the 8th instance, he should be given a final warning letter stating that he will be terminated from the services. This can be made part of the attendance policy, and proper sign-offs should be taken from all employees.
Regards, Prafull Pawar 9833563020
From India, Mumbai
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I am not sure whether it affects employees' productivity if they come late, as I do not know the nature of their job. Regardless, they have signed that they will report to work at a stipulated time. Non-adherence to any contractual clause should be followed by consequential management. You will have to ascertain how many instances/data points of non-adherence your management will agree to within 3 months. For example, if an employee comes late 9 times in 3 months, will your management consider that a behavioral issue and ask the employee to leave? In fact, on the 6th instance, he should be issued a verbal warning, on the 7th instance a written warning letter, and on the 8th instance, he should be given a final warning letter stating that he will be terminated from the services. This can be made part of the attendance policy, and proper sign-offs should be taken from all employees.
Regards, Prafull Pawar 9833563020
From India, Mumbai
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Dear [Recipient],
I suggest implementing the following policies to address the issue of tardiness in the office. If your office starts at 10:00 am, consider setting a policy where late arrivals will be considered after 10:05 am. For every three instances of being late, a deduction of one day's salary will be applied. Additionally, establish a policy that any employee arriving after 10:30 am will be marked as half a day absent.
Implementing these policies should help in resolving the problem effectively.
Regards,
Alpana
From India, Pune
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I suggest implementing the following policies to address the issue of tardiness in the office. If your office starts at 10:00 am, consider setting a policy where late arrivals will be considered after 10:05 am. For every three instances of being late, a deduction of one day's salary will be applied. Additionally, establish a policy that any employee arriving after 10:30 am will be marked as half a day absent.
Implementing these policies should help in resolving the problem effectively.
Regards,
Alpana
From India, Pune
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Late coming or late reporting for work is a perennial problem across several industries and establishments. It has been going on for years without any sure-fire solution being discovered for its prevention.
The problem is less or non-existent in industries or professions where punctuality is not just the norm but the very basic of the operations: like a pilot, train driver, bus driver; or booking-window clerks in railway stations, cinema theatres, or any hospitality-driven industry like waiters or cooks in a restaurant; commercial or financial institutions like banks etc.
To relate to certain examples already given in this thread:
Has anyone ever seen a pilot who is late, walking coolly along the tarmac to board the plane after every passenger has already been seated?
Has anyone seen a late-coming engine driver, running on the platform, huffing and puffing, to catch the train to enter the engine driver's cabin?
Has anyone seen a late-coming booking clerk, crying about his problems instead of being seated in the window?
However, it is very much prevalent in normal offices; where coming late would not affect the operations or functioning of the office or establishment. Why is it so? Is it because the bosses or HRs in banks, hotels, hospitals, railways, airports, bus services & roadways, etc., are more efficient or strict?
Even in plants working in all three shifts, the attendance and punctuality are always satisfactory if not almost perfect. Why is it so? Can we find some answers to these questions?
Also,
What kind of jobs, assignments are these people handling, who come late to the office? Does it make any difference to their output or deliverables? What are they actually responsible for?
Moreover, has anyone ever noticed what they do during the whole day? What time do some of them leave the office?
I have heard the phrase several times that "management pays you for being in the office in time." Does the same management even pay (if not very honestly) for overstaying for hours in the office every day and being called even on holidays?
I am certain that the answers to these questions will unlock the mysteries behind late-coming, and then it might be easier to find solutions. For the time being, I am not suggesting anything; merely pointing out some questions that come to one's mind.
Warm regards.
From India, Delhi
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The problem is less or non-existent in industries or professions where punctuality is not just the norm but the very basic of the operations: like a pilot, train driver, bus driver; or booking-window clerks in railway stations, cinema theatres, or any hospitality-driven industry like waiters or cooks in a restaurant; commercial or financial institutions like banks etc.
To relate to certain examples already given in this thread:
Has anyone ever seen a pilot who is late, walking coolly along the tarmac to board the plane after every passenger has already been seated?
Has anyone seen a late-coming engine driver, running on the platform, huffing and puffing, to catch the train to enter the engine driver's cabin?
Has anyone seen a late-coming booking clerk, crying about his problems instead of being seated in the window?
However, it is very much prevalent in normal offices; where coming late would not affect the operations or functioning of the office or establishment. Why is it so? Is it because the bosses or HRs in banks, hotels, hospitals, railways, airports, bus services & roadways, etc., are more efficient or strict?
Even in plants working in all three shifts, the attendance and punctuality are always satisfactory if not almost perfect. Why is it so? Can we find some answers to these questions?
Also,
What kind of jobs, assignments are these people handling, who come late to the office? Does it make any difference to their output or deliverables? What are they actually responsible for?
Moreover, has anyone ever noticed what they do during the whole day? What time do some of them leave the office?
I have heard the phrase several times that "management pays you for being in the office in time." Does the same management even pay (if not very honestly) for overstaying for hours in the office every day and being called even on holidays?
I am certain that the answers to these questions will unlock the mysteries behind late-coming, and then it might be easier to find solutions. For the time being, I am not suggesting anything; merely pointing out some questions that come to one's mind.
Warm regards.
From India, Delhi
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Hello Sir,
A distinguishing behavior, well pointed out.
Whilst most of us complain about our staff walking in late, seldom do we acknowledge the fact that there are people who absolutely walk in on-time or much before time in our own firm or in many service industries.
One of the reasons I think is the kind of accountability we have for and towards our work. If we think that we are a part of a big picture, we held ourselves accountable for our small tasks, perhaps the attitude we have towards the casual behavior might change.
I was reading this book "Leadeship Wisdom" by Robin Sharma when I was completely in the awe of a certain description (a cited example) -
There was the leader of some airlines (SouthWest I guess) who motivated the employees and engaged them by connecting its crew and their task to the bigger picture. The leader showed how their small task can help an old man/women meet his/her family and grand children who have settled long distance.
A perfect example of how do we motivate our people to contribute better at work It said, connect their activities to a bigger picture, make them realize how their small efforts actually help someone.
Finally would like to conclude with a relevant quote I read in the morning -
"If you don't have a good attitude, we don't want you, no matter how skilled you are. We can change skill levels through training. We can't change attitude.”
Herb Kelleher, Founder, Southwest Airlines
From India, Mumbai
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A distinguishing behavior, well pointed out.
Whilst most of us complain about our staff walking in late, seldom do we acknowledge the fact that there are people who absolutely walk in on-time or much before time in our own firm or in many service industries.
One of the reasons I think is the kind of accountability we have for and towards our work. If we think that we are a part of a big picture, we held ourselves accountable for our small tasks, perhaps the attitude we have towards the casual behavior might change.
I was reading this book "Leadeship Wisdom" by Robin Sharma when I was completely in the awe of a certain description (a cited example) -
There was the leader of some airlines (SouthWest I guess) who motivated the employees and engaged them by connecting its crew and their task to the bigger picture. The leader showed how their small task can help an old man/women meet his/her family and grand children who have settled long distance.
A perfect example of how do we motivate our people to contribute better at work It said, connect their activities to a bigger picture, make them realize how their small efforts actually help someone.
Finally would like to conclude with a relevant quote I read in the morning -
"If you don't have a good attitude, we don't want you, no matter how skilled you are. We can change skill levels through training. We can't change attitude.”
Herb Kelleher, Founder, Southwest Airlines
From India, Mumbai
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Exactly !!
You have hit the nail on the head !! But that is just the beginning of understanding a very complex situation.
In fact is not it surprising that employees in a small roadways company, with no HR or any HRD activities, are punctual and report in time; whereas staff of big companies in city offices report late for work ??
The fact is, people are not morons !!
They are constantly evaluating their job, job-roles, job-responsibilities... as well as others, including their bosses and HRs...
When are others coming and leaving; what are others getting (J Stacy Adam's Equity theory in particular); what is thee company culture; how is the management treating them.
They also have a clear picture of how important is their work and how their contributions fall in the large picture.
From India, Delhi
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You have hit the nail on the head !! But that is just the beginning of understanding a very complex situation.
In fact is not it surprising that employees in a small roadways company, with no HR or any HRD activities, are punctual and report in time; whereas staff of big companies in city offices report late for work ??
The fact is, people are not morons !!
They are constantly evaluating their job, job-roles, job-responsibilities... as well as others, including their bosses and HRs...
When are others coming and leaving; what are others getting (J Stacy Adam's Equity theory in particular); what is thee company culture; how is the management treating them.
They also have a clear picture of how important is their work and how their contributions fall in the large picture.
From India, Delhi
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Validated...
I know of a firm where there are people who would stay back late to accomplish tasks, achieve targets, and complete their work. They are really nice people, but the problem arises when they arrive late.
The question is, should they be allowed such liberty especially when they stay back and complete their tasks on time? (without getting any OT for it)
When I actually probed the issue further, I realized that the staff is not arriving late because they willingly stay back and complete their work but because they are not allowed to leave on time.
If one arrives on time and while leaving on time, if the management asks "Why are you leaving? It's only 6,"
This is really not going to engage the people.
In fact, to share an incident, one person arrived late. He belongs to a category that is seldom late. He was late because he had to go to the bank for some personal work.
The CEO of the firm advised him not to go to the bank on working days.
Now the firm has a 6-day work culture (all Saturdays as well working), when would a person go to the bank or other offices for any personal work??
So while we wonder why people are not arriving on time or conclude the note on "They're habituated to come in late" or related, why not first check our practices?
Why not practice what we preach?
Why not motivate or lead by example?
Why not give a human touch to the so-called "HR policies" of our firms.
I wonder at times if the "Human" in HR is soon to vanish or has it already vanished. If so, I fail to understand why Personnel Management has transitioned to Human Resource Management. Rather we should rename it to Robotic Management because if we see the policies of most companies, I wonder if they employ robots who are programmed to be always punctual and always righteous.
From India, Mumbai
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I know of a firm where there are people who would stay back late to accomplish tasks, achieve targets, and complete their work. They are really nice people, but the problem arises when they arrive late.
The question is, should they be allowed such liberty especially when they stay back and complete their tasks on time? (without getting any OT for it)
When I actually probed the issue further, I realized that the staff is not arriving late because they willingly stay back and complete their work but because they are not allowed to leave on time.
If one arrives on time and while leaving on time, if the management asks "Why are you leaving? It's only 6,"
This is really not going to engage the people.
In fact, to share an incident, one person arrived late. He belongs to a category that is seldom late. He was late because he had to go to the bank for some personal work.
The CEO of the firm advised him not to go to the bank on working days.
Now the firm has a 6-day work culture (all Saturdays as well working), when would a person go to the bank or other offices for any personal work??
So while we wonder why people are not arriving on time or conclude the note on "They're habituated to come in late" or related, why not first check our practices?
Why not practice what we preach?
Why not motivate or lead by example?
Why not give a human touch to the so-called "HR policies" of our firms.
I wonder at times if the "Human" in HR is soon to vanish or has it already vanished. If so, I fail to understand why Personnel Management has transitioned to Human Resource Management. Rather we should rename it to Robotic Management because if we see the policies of most companies, I wonder if they employ robots who are programmed to be always punctual and always righteous.
From India, Mumbai
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Hi Sujata, I happen to read this article on line. Have put in some important lines from the article and have also shared the source so that you can read it on whole if it interests and suits your requirement.
Why “Workplace Change” Is a Dreaded Phrase
Next to “You’re fired,” the phrase “workplace change” seems to be the most dreaded word combination many employees can hear. Staff reaction to change continues to mystify management.
However, there is a simple—natural—reason for traditional employee resistance. It’s all about comfortability and human comfort zones. It's also acceptable to call it "fear of the unknown."
How to Minimize the Pain of Change
1) Explain employee options and consequences
2) Discard the “carrot and stick” approach; just do what’s right.
3) Clearly analyze staff buy in tendencies—or lack thereof.
4) Create shared vision with staff.
5) Listen carefully and intently. Listening properly is a vital necessity for all executives.
6) Value employee ideas and feelings.
Realizing that your employees can suffer pain equal to your own when implementing workplace changes helps you increase your empathy for their feelings. In so doing, you can better create a buy in plan that works.
Source:
How to Institute Organizational Changes without Employee Pain
From India, Mumbai
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Why “Workplace Change” Is a Dreaded Phrase
Next to “You’re fired,” the phrase “workplace change” seems to be the most dreaded word combination many employees can hear. Staff reaction to change continues to mystify management.
However, there is a simple—natural—reason for traditional employee resistance. It’s all about comfortability and human comfort zones. It's also acceptable to call it "fear of the unknown."
How to Minimize the Pain of Change
1) Explain employee options and consequences
2) Discard the “carrot and stick” approach; just do what’s right.
3) Clearly analyze staff buy in tendencies—or lack thereof.
4) Create shared vision with staff.
5) Listen carefully and intently. Listening properly is a vital necessity for all executives.
6) Value employee ideas and feelings.
Realizing that your employees can suffer pain equal to your own when implementing workplace changes helps you increase your empathy for their feelings. In so doing, you can better create a buy in plan that works.
Source:
How to Institute Organizational Changes without Employee Pain
From India, Mumbai
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i also face similiar problem, but the issue is we are having online attndndc module.. so they come late but use to mark their attndnc from home or road on their systems.. what to do in this case
From India, Delhi
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From India, Delhi
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Hi Imok, This is actually one disadvantage of allowing a flexible culture. One never knows if the person has marked from the office, on the way, or from home. In such a situation, put your attendance module on the intranet and not on the internet. Talk to your module provider; I am sure this is just a minor hiccup that can be solved. But I guess this would depend on the policy and industry. For example, if you cater to the service industry like, let's say - creative writing, and your employee can draft you an article no matter where he/she is, it should theoretically not matter if they sign in through a public computer outside your intranet. But in most other cases, it would. We can simply put a track on the people who work from home by - 1. Asking for an authority letter that authorizes the person to work from home for a particular time frame. 2. Give them attendance for only those days based on the work report submitted. All the best.
From India, Mumbai
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From India, Mumbai
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