Hello Nijan,
Could you please provide more details about the activities of your company?
1. What is the company involved in -- manufacturing or BPO or...?
2. What is the employee strength -- in different grades such as workmen, supervisory, executive?
3. You mentioned holding a counseling session -- what reasons were given for the employees' work attitude? Were they reasonable from your point of view?
4. Do you have an effective union?
While "Termination" always remains an option for any HR person, that does not mean it can be exercised for any or all behavioral situations. As you are aware, quite often the "soft blow" is more effective in the long run for an organization.
Your options depend on the details of the case -- so suggest mentioning the inputs above, and the members would be able to give you more focused and appropriate suggestions.
Regards,
TS
From India, Hyderabad
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1650Could you please provide more details about the activities of your company?
1. What is the company involved in -- manufacturing or BPO or...?
2. What is the employee strength -- in different grades such as workmen, supervisory, executive?
3. You mentioned holding a counseling session -- what reasons were given for the employees' work attitude? Were they reasonable from your point of view?
4. Do you have an effective union?
While "Termination" always remains an option for any HR person, that does not mean it can be exercised for any or all behavioral situations. As you are aware, quite often the "soft blow" is more effective in the long run for an organization.
Your options depend on the details of the case -- so suggest mentioning the inputs above, and the members would be able to give you more focused and appropriate suggestions.
Regards,
TS
From India, Hyderabad
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Hi Nijan,
From your post, it does not seem that your employees are afraid of losing their jobs. If they had job insecurity, they would try to be more vigilant. Such employees are like bad fruits that sometimes need to be removed from the basket.
But do you also have a labor organization/union in the company? Are you referring to office staff or factory labor staff in your question?
The expectations, reactions, and laws would differ in both cases.
At certain times, strict action has to be taken in the right time. If an employee shows up drunk to the office, it is not only a breach of office conduct code but also a serious safety issue for themselves and everyone around.
The initial course of action should have been to not allow the employee into the office in such a state or to ask them to go home immediately upon a report from security (or to report to a medical center if available in the company). This should be followed by a written warning letter, indicating a deduction of leave for that day and demanding that this type of behavior cease in the future.
You can still issue a warning letter now, although it may not hold as much weight since you cannot treat it as leave, and you won't be able to prove now that they were actually drunk. Asking for a blood test may only worsen the situation in the employees' minds.
For employees taking uninformed leaves, you should provide the first verbal warning for now. I don't believe it warrants a written warning at this stage. However, try to understand the reasons behind their leave and ask them to submit a predated leave application with reasons. If the reasons given are not acceptable or practical, then issue a memo making this leave unpaid, so they understand they will still be held accountable for their actions.
The best way to alleviate their job insecurity is to remind them that they are still employed within the organization.
Do not involve internal/external counselors until it's a last resort, as their reports may not be very transparent to the employees. This can increase job insecurity. Aim to keep the communication direct and clear.
In the first warning letters, avoid threatening termination, but make them aware of the rules and penalties if they are broken. It is also acceptable to point out that the organization can only tolerate behavior up to a certain point, and the purpose/ranking of the warning letters is to prevent reaching that extent yet.
Regards,
Amod.
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From your post, it does not seem that your employees are afraid of losing their jobs. If they had job insecurity, they would try to be more vigilant. Such employees are like bad fruits that sometimes need to be removed from the basket.
But do you also have a labor organization/union in the company? Are you referring to office staff or factory labor staff in your question?
The expectations, reactions, and laws would differ in both cases.
At certain times, strict action has to be taken in the right time. If an employee shows up drunk to the office, it is not only a breach of office conduct code but also a serious safety issue for themselves and everyone around.
The initial course of action should have been to not allow the employee into the office in such a state or to ask them to go home immediately upon a report from security (or to report to a medical center if available in the company). This should be followed by a written warning letter, indicating a deduction of leave for that day and demanding that this type of behavior cease in the future.
You can still issue a warning letter now, although it may not hold as much weight since you cannot treat it as leave, and you won't be able to prove now that they were actually drunk. Asking for a blood test may only worsen the situation in the employees' minds.
For employees taking uninformed leaves, you should provide the first verbal warning for now. I don't believe it warrants a written warning at this stage. However, try to understand the reasons behind their leave and ask them to submit a predated leave application with reasons. If the reasons given are not acceptable or practical, then issue a memo making this leave unpaid, so they understand they will still be held accountable for their actions.
The best way to alleviate their job insecurity is to remind them that they are still employed within the organization.
Do not involve internal/external counselors until it's a last resort, as their reports may not be very transparent to the employees. This can increase job insecurity. Aim to keep the communication direct and clear.
In the first warning letters, avoid threatening termination, but make them aware of the rules and penalties if they are broken. It is also acceptable to point out that the organization can only tolerate behavior up to a certain point, and the purpose/ranking of the warning letters is to prevent reaching that extent yet.
Regards,
Amod.
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Dear Members,
In my opinion, as an HR professional, the employee should be given three chances. If the situation does not improve, then we can make the final decision to terminate. As mentioned by other members, we have taken the employee into confidence to resolve the issues. Terminating the services of employees without proper cause is not advisable.
Thank you.
From United States, Chicago
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In my opinion, as an HR professional, the employee should be given three chances. If the situation does not improve, then we can make the final decision to terminate. As mentioned by other members, we have taken the employee into confidence to resolve the issues. Terminating the services of employees without proper cause is not advisable.
Thank you.
From United States, Chicago
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Dear All,
Regarding the above issue, there is no need to terminate them. If any individual is absent consecutively for 10 days without prior approval, they will be liable for action. If this occurs, ask for their explanation. If the explanation is not satisfactory to the Higher Authorities, issue them a warning. If the issue repeats, they will be terminated.
RAGHU
From India, Bhopal
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Regarding the above issue, there is no need to terminate them. If any individual is absent consecutively for 10 days without prior approval, they will be liable for action. If this occurs, ask for their explanation. If the explanation is not satisfactory to the Higher Authorities, issue them a warning. If the issue repeats, they will be terminated.
RAGHU
From India, Bhopal
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In any case, HR should not compromise with disciplinary action. If you allow it once, people will take advantage of you, and the expectation to be pampered will continue.
I believe that in consultation with senior management, you should take some harsh disciplinary action to create a more productive work culture.
From India, Ahmedabad
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I believe that in consultation with senior management, you should take some harsh disciplinary action to create a more productive work culture.
From India, Ahmedabad
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First, check what the clauses are on this matter in your standing orders (or in model standing orders if you do not have certified standing orders). If these matters amount to serious misconduct, you should suspend the employees immediately and conduct a domestic enquiry to terminate them. If not, then you need to give a show cause and issue a warning to build up a case.
Your management is right, and there is no place in a company for someone who comes to work drunk. These employees should be removed as soon as possible. If not, you will encourage others to behave in the same way. Find the best way to deal with the matter in line with your management's decision.
From India, Mumbai
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Your management is right, and there is no place in a company for someone who comes to work drunk. These employees should be removed as soon as possible. If not, you will encourage others to behave in the same way. Find the best way to deal with the matter in line with your management's decision.
From India, Mumbai
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Issue a circular stating that indiscipline will not be tolerated and coming to the factory in a drunken state is banned.
In the case of Worker cadre:
1. Give oral warnings to employees not following guidelines; if oral warning is ineffective, issue an advisory note.
2. Issue a warning letter to employees persisting in undisciplined behavior.
3. Issue a charge sheet.
4. Conduct a proper inquiry, gather evidence, and take written statements.
5. Conduct a formal hearing.
6. Issue a show-cause notice.
7. Impose punishment.
In the case of supervisory or managerial staff:
1. Provide oral warnings and advisory notes.
2. Issue a written warning and request a written apology.
3. Give a second warning.
4. Provide a third warning.
5. Issue a notice in accordance with appointment terms and conditions, leading to termination.
From India, Mumbai
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In the case of Worker cadre:
1. Give oral warnings to employees not following guidelines; if oral warning is ineffective, issue an advisory note.
2. Issue a warning letter to employees persisting in undisciplined behavior.
3. Issue a charge sheet.
4. Conduct a proper inquiry, gather evidence, and take written statements.
5. Conduct a formal hearing.
6. Issue a show-cause notice.
7. Impose punishment.
In the case of supervisory or managerial staff:
1. Provide oral warnings and advisory notes.
2. Issue a written warning and request a written apology.
3. Give a second warning.
4. Provide a third warning.
5. Issue a notice in accordance with appointment terms and conditions, leading to termination.
From India, Mumbai
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