Hello Sir,
That was a nice one to prevent absenteeism in any organisation and it seems to be a suitable and perfect formal way for dismissal any employee.
1. ABSENTEEISM DEFINED
“Absenteeism is when an employee does not report for duty when he/she has been scheduled to work”
Absenteeism affects both the profitability and productivity of our business.
The guidelines below have been drafted in order to assist Line Managers to effectively manage absenteeism primarily arising out of misconduct (such as AWOL, absconding/desertion).
Where absenteeism stems from incapacity due to ill-health, injury or disability, managers are advised to consult the company guidelines on Incapacity.
A clear distinction is made in these guidelines between absenteeism due to misconduct and absenteeism due to incapacity.
2. ABSENTEEISM:MISCONDUCT vs INCAPACITY
3. THE COST OF ABSENTEEISM
Direct costs include:
The cost of the benefits e.g. pension, medical aid etc., which continue when employees are absent
Possible costs of replacement, recruitment and induction
Overtime pay to those who may be required to do the work of the absent employees
Overstaffing to cover for absences
Indirect costs include:
Effect on morale, safety and group cohesiveness
Loss of customers due to inadequate service or quality of work
Increased management/supervisory input in changing schedules, counselling, disciplining and reviewing the quality of work done
Extra costs due to deadlines not being met
4. ABSENTEEISM TRENDS
As a line manager, it is important to analyse possible trends when dealing with Absenteeism issues.
Some possible trends are:
Sundays
Weekends
Day after Payday
Mondays after being off the weekend
The day before or after a Public Holiday
Late coming
In addition each case must be analysed on it’s own merits and mitigating circumstances must always be considered. For example if an employee fails to come to work and then gives you evidence of personal issues that have prevented them from phoning the Business, as a line manager you need to assess the reasons and use this as mitigating factors if necessary.
5. ABSENCE FROM WORK
The employer is entitled to expect that an employee will not be absent from work without justification or notification. An employee is paid a salary and in return it can be expected that an employee should be present at work as per the employee’s contract of employment.
Absence from work without authorisation or without a valid reason is a form of misconduct. It is important to note that discipline should be used when it appears that: - the absenteeism can be avoided but the employee wilfully remains away from work, - or fails to report to the manager. In contrast, the situation where the employee is willing, but unable to attend work, should be dealt with in terms of the incapacity procedure.
6. APPROPRIATE PENALTIES
Employees need to be informed that unauthorised absenteeism is serious and should not be repeated.
It is appropriate for the chairperson to use progressive discipline when dealing with most types of absenteeism. Progressive discipline ensures that the employee is aware of the required standards of behaviour and that the behaviour can be corrected.
If the offence is repeated, despite warning, then the offence becomes more serious.
In rare cases, however, where the employee is fully aware of the importance of attendance, and the employee deliberately remains absent from work for a length of time, dismissal may be appropriate for a first offence.
Guideline: Managing Sick Absenteeism
NOTE: Any repeated incident of a similar nature of the above cases will result in discipline being progressed based on the employee’s current disciplinary status. It is important that each case must be analysed in terms of it’s own merits and mitigating circumstances must always be considered.
Documentation related to discussions and warnings must be filed on the employee’s file
Type of Absence Action by business Appropriate Discipline
Employee does not arrive for one shift and does not contact his/her line manager
Line Manager must understand the reason for absence
Documented counselling session
Day to day discussion with the emphasis that the employee must contact the Line Manager on Weekdays and the Group-head on duty on the Weekends.
Also ensure that the employee understands the Company Sick Leave Policy
Guideline: Managing Sick Absenteeism
NOTE: Any repeated incident of a similar nature as the above cases will result in discipline being progressed based on the employee’s current disciplinary status. It is important that each case must be analysed in terms of it’s own merits and mitigating circumstances must always be considered.
Documentation related to discussions and warnings must be filed on the employee’s file.
Type of Absence Action by Store Appropriate Discipline
Employee on extended sick absence for 6 or more days and has not contacted the company at all
Refer to the Unauthorised Absence Guideline and Absenteeism ER Telegram Precedent for this process
Formal Disciplinary process
Guideline: Unauthorised Absence
This is the penalty for the first incident. Any subsequent incident must progress to the next level of penalty. * This is a guideline for what penalty to award: normal principles of mitigation and aggravation still apply when deciding on the appropriate penalty. In addition, the Compassionate Leave and Family Responsibility Leave policy may also be applicable in these circumstances
Documentation related to discussions and warnings must be filed on the employee’s file.
Period of Absence No of days of Absence Reason Appropriate Discipline
Short Absence 1 day : Refer the Day to Day Absenteeism Discussion Document
No valid reason * Day to Day Discussion
Short Absence 2 days No valid reason * Verbal Warning/written warning (depending on the merits of the case)
Medium Absence 3 - 4 days No valid reason * Formal Disciplinary Process
Long Absence 5 days No valid reason * Formal Disciplinary Process
Long Absence 6 or more days
I hope that that i could assist.
Please find attached some documentation i use for your perusal.[/QUOTE]
From India, Chandigarh
140That was a nice one to prevent absenteeism in any organisation and it seems to be a suitable and perfect formal way for dismissal any employee.
1. ABSENTEEISM DEFINED
“Absenteeism is when an employee does not report for duty when he/she has been scheduled to work”
Absenteeism affects both the profitability and productivity of our business.
The guidelines below have been drafted in order to assist Line Managers to effectively manage absenteeism primarily arising out of misconduct (such as AWOL, absconding/desertion).
Where absenteeism stems from incapacity due to ill-health, injury or disability, managers are advised to consult the company guidelines on Incapacity.
A clear distinction is made in these guidelines between absenteeism due to misconduct and absenteeism due to incapacity.
2. ABSENTEEISM:MISCONDUCT vs INCAPACITY
3. THE COST OF ABSENTEEISM
Direct costs include:
The cost of the benefits e.g. pension, medical aid etc., which continue when employees are absent
Possible costs of replacement, recruitment and induction
Overtime pay to those who may be required to do the work of the absent employees
Overstaffing to cover for absences
Indirect costs include:
Effect on morale, safety and group cohesiveness
Loss of customers due to inadequate service or quality of work
Increased management/supervisory input in changing schedules, counselling, disciplining and reviewing the quality of work done
Extra costs due to deadlines not being met
4. ABSENTEEISM TRENDS
As a line manager, it is important to analyse possible trends when dealing with Absenteeism issues.
Some possible trends are:
Sundays
Weekends
Day after Payday
Mondays after being off the weekend
The day before or after a Public Holiday
Late coming
In addition each case must be analysed on it’s own merits and mitigating circumstances must always be considered. For example if an employee fails to come to work and then gives you evidence of personal issues that have prevented them from phoning the Business, as a line manager you need to assess the reasons and use this as mitigating factors if necessary.
5. ABSENCE FROM WORK
The employer is entitled to expect that an employee will not be absent from work without justification or notification. An employee is paid a salary and in return it can be expected that an employee should be present at work as per the employee’s contract of employment.
Absence from work without authorisation or without a valid reason is a form of misconduct. It is important to note that discipline should be used when it appears that: - the absenteeism can be avoided but the employee wilfully remains away from work, - or fails to report to the manager. In contrast, the situation where the employee is willing, but unable to attend work, should be dealt with in terms of the incapacity procedure.
6. APPROPRIATE PENALTIES
Employees need to be informed that unauthorised absenteeism is serious and should not be repeated.
It is appropriate for the chairperson to use progressive discipline when dealing with most types of absenteeism. Progressive discipline ensures that the employee is aware of the required standards of behaviour and that the behaviour can be corrected.
If the offence is repeated, despite warning, then the offence becomes more serious.
In rare cases, however, where the employee is fully aware of the importance of attendance, and the employee deliberately remains absent from work for a length of time, dismissal may be appropriate for a first offence.
Guideline: Managing Sick Absenteeism
NOTE: Any repeated incident of a similar nature of the above cases will result in discipline being progressed based on the employee’s current disciplinary status. It is important that each case must be analysed in terms of it’s own merits and mitigating circumstances must always be considered.
Documentation related to discussions and warnings must be filed on the employee’s file
Type of Absence Action by business Appropriate Discipline
Employee does not arrive for one shift and does not contact his/her line manager
Line Manager must understand the reason for absence
Documented counselling session
Day to day discussion with the emphasis that the employee must contact the Line Manager on Weekdays and the Group-head on duty on the Weekends.
Also ensure that the employee understands the Company Sick Leave Policy
Guideline: Managing Sick Absenteeism
NOTE: Any repeated incident of a similar nature as the above cases will result in discipline being progressed based on the employee’s current disciplinary status. It is important that each case must be analysed in terms of it’s own merits and mitigating circumstances must always be considered.
Documentation related to discussions and warnings must be filed on the employee’s file.
Type of Absence Action by Store Appropriate Discipline
Employee on extended sick absence for 6 or more days and has not contacted the company at all
Refer to the Unauthorised Absence Guideline and Absenteeism ER Telegram Precedent for this process
Formal Disciplinary process
Guideline: Unauthorised Absence
This is the penalty for the first incident. Any subsequent incident must progress to the next level of penalty. * This is a guideline for what penalty to award: normal principles of mitigation and aggravation still apply when deciding on the appropriate penalty. In addition, the Compassionate Leave and Family Responsibility Leave policy may also be applicable in these circumstances
Documentation related to discussions and warnings must be filed on the employee’s file.
Period of Absence No of days of Absence Reason Appropriate Discipline
Short Absence 1 day : Refer the Day to Day Absenteeism Discussion Document
No valid reason * Day to Day Discussion
Short Absence 2 days No valid reason * Verbal Warning/written warning (depending on the merits of the case)
Medium Absence 3 - 4 days No valid reason * Formal Disciplinary Process
Long Absence 5 days No valid reason * Formal Disciplinary Process
Long Absence 6 or more days
I hope that that i could assist.
Please find attached some documentation i use for your perusal.[/QUOTE]
From India, Chandigarh
Hi Arati,
I suggest you to following late policy follow up it..
LATE COMING POLICY:
In a month if three times a employee(Manager & Sr. Manager and above Designation ) is marked late 15 minutes beyond his normal shift reporting time then, for every three days of late coming a half day’s Leave (CL) will be deducted. Manger & Sr. Manager and above Designation employees allow it 15 minutes late coming in every month six days.
In a month if three times a employee (Asst. Manager & Dy.Manager and below Designation ) is marked late 15 minutes beyond his normal shift reporting time then, for every three days of late coming a half day’s Leave (CL) will be deducted. Asst. Manager & Dy. Manager and below Designation employees allow it 15 minutes late coming in every month three days.
In cases where, CL is not there to such employee’s credit then a half day’s PL will be deducted and in the scenario where neither CL nor PL is available then half
Day’s salary/wages will be deducted for that specific month.
This policy is applicable to all categories of employees of the company. This policy ensures statutory compliance of the rule formulated under the: Factories Act, 1948.
Thanks & Regards
Laxman Dalavi
HR-Executive
9096734321/8007786164
From India, Mumbai
I suggest you to following late policy follow up it..
LATE COMING POLICY:
In a month if three times a employee(Manager & Sr. Manager and above Designation ) is marked late 15 minutes beyond his normal shift reporting time then, for every three days of late coming a half day’s Leave (CL) will be deducted. Manger & Sr. Manager and above Designation employees allow it 15 minutes late coming in every month six days.
In a month if three times a employee (Asst. Manager & Dy.Manager and below Designation ) is marked late 15 minutes beyond his normal shift reporting time then, for every three days of late coming a half day’s Leave (CL) will be deducted. Asst. Manager & Dy. Manager and below Designation employees allow it 15 minutes late coming in every month three days.
In cases where, CL is not there to such employee’s credit then a half day’s PL will be deducted and in the scenario where neither CL nor PL is available then half
Day’s salary/wages will be deducted for that specific month.
This policy is applicable to all categories of employees of the company. This policy ensures statutory compliance of the rule formulated under the: Factories Act, 1948.
Thanks & Regards
Laxman Dalavi
HR-Executive
9096734321/8007786164
From India, Mumbai
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LATE COMING.doc