Are your employees often late, or have had a few too many absences? Maybe it’s because you haven’t clearly defined what’s acceptable and what’s not. It’s up to management to set clear attendance expectations and take action when employees push the boundaries.
Here are some ways you can clearly define the dos and don’ts of your attendance policy, so that everyone in the company is on the same page.
1. Set clear expectations.
If you’re OK with people leaving the office when their work for the day is done, say so. However, if your staff needs to be in the office for a certain length of time each day, then you’ll need to set specific work hours and inform your entire workforce. If you want to give your employees some leeway, then set clear definitions on what is considered “late.”
2. Define paid vs. unpaid time off.
If your company offers employee paid sick or vacation days, explain your policy for requesting time off, including any deadlines or restrictions. You should also define the terms and conditions for paid holidays.
3. Create a disciplinary policy, and stick to it.
Your policy should be documented in your employee handbook, so that every employee is fully aware of the rules. In addition to documenting the policy, be sure to explain disciplinary procedures when employees violate the policy. After your employees have received the policy, ask them to sign an acknowledgment document indicating that they read and understood the policies.
4. Get your employees on board.
Your employees will be less likely to feel singled out and resent your attendance policy if it’s consistent company-wide. Take the time to talk to your employees about the importance of an attendance policy. Explaining how their absence affects productivity and objectives can help them understand where you’re coming from.
5. Walk the walk.
If you’re late every day, leave early once or twice a week and miss work regularly, you’re giving unspoken permission to your staff to do the same. Not acceptable? Then it’s time you consider creating a written time and attendance policy that all employees-including management-are expected to adhere to.
Tracking employee attendance is important to your business. A well-developed time and attendance policy can help you get back to the business of business, instead of constantly addressing issues of tardiness and absenteeism.
Employee absences can cost employers up to one-third of their payroll costs, according to some estimates. Ensuring that your employees stay at work, or return to work quickly and easily after a simple illness, therefore directly affects your company’s bottom line. Here are five quick tips for managing absenteeism at work:
- Be sure attendance expectations are clearly set. Some absences and tardiness can be attributed to simple misunderstandings about the time work should begin. The solution may be as simple as creating a clear attendance policy if one does not already exist. Setting expectations also requires clear communications about the policy and the repercussions of absences.
- Enforce the attendance policy consistently. This is more difficult than it sounds. It can be tempting to allow more absences than the attendance policy outlines when employees are facing difficult situations. While an employer is, of course, free to do so, it’s better to have a policy that has flexibility built into it so that it can be implemented consistently and not incite claims of favoritism or discrimination when it’s applied differently for different individuals.
- Ensure all employees know what to do when they need to be late or miss a day. Workers should know when and who to call and what information needs to be provided. They should also understand what documentation, if any, they will be required to provide to the employer upon return (e.g., a doctor’s note).
- Consider rewarding good attendance. Be sure not to penalize those who have taken protected leave, but consider implementing rewards that encourage good attendance practices, as these can be good motivators. This can even be as simple as providing positive feedback and encouragement to employees with good attendance.
- Consider changing schedules when appropriate to accommodate differing employee needs. Sometimes a small schedule change can eliminate problems.
We’ve all been there. You open your eyes, and know you’re sick. The headache, stuffy nose, body aches. You knew you’d eventually catch the “bug” that’s been going around. But you’re a dedicated employee, so you take some colds meds and head into the office. You’ve got work to do, that project deadline is looming, and you don’t want to leave your coworkers to carry the load. However well intentioned, this is a huge mistake.
Flu season generally starts in October and peaks in February, according to the Centers for Disease Control and Prevention, and somewhere between 5 and 20 percent of Americans get the flu every year, with hundreds of thousands hospitalized. During this time of year, many Americans with fevers, aches, and runny noses will face a question: Should they go into work?
When it comes to the workplace, the office environment is the ideal conduit for germs to spread, even when only a single person is sick. Consider the routine of office activity, commonly touched surfaces like door knobs, microwaves, phones, and the coffee pot.
Best health practices include:
- Avoiding contact with sick people
- Staying home when sick, and encouraging employees to do so
- Covering coughs and sneezes
- Proper hand-washing hygiene
- Disinfecting common surfaces.
As an employer or manager, you play an important role in encouraging your employees to adhere to these guidelines. You can reinforce good habits by prominently posting the CDC guidelines in common areas; providing supplies such as tissues, disinfecting wipes; and hand sanitizer; and even offering free or low-cost flu shots for those employees who wish to get vaccinated. Finally, encourage sick employees to remain at home until they are symptom free for at least 24 hours.
Note that many states and cities may require employers to provide a certain amount of sick leave, either with or without pay, to their employees. Make sure that your sick leave policy complies with any applicable state or federal laws and is clear in specifying the eligibility rules, whether sick leave is paid or not, how many days are provided each year, and any carryover provisions. Regardless of what is required and what you decide with your sick leave policy, you should include the policy in your employee handbook if you distribute one.
Remember: while it may be tempting to allow a sick employee to come to work in the name of productivity, an outbreak of influenza or other communicable disease can thwart the productivity of your entire workforce for days or even weeks-and that’s a cost no business can afford.
Several high-profile companies like General Electric (GE), are getting rid of annual performance reviews. This development has sparked a debate among HR professionals and business owners about the usefulness of performance appraisals, and the alternatives for deciding who gets pay raises, bonuses and promotions.
Many managers dread the performance review, and will tell you they are dissatisfied with how their companies conduct annual performance reviews. Many HR professionals say the process doesn’t yield accurate information. The reviews are time consuming, and often the results don’t accurately reflect the employee’s contributions throughout the year.
There are other methods of reviewing your employees’ performance that yield more accurate results. Many managers agree that more frequent informal “check-ins” allow you to keep a better pulse on your employees’ performance, and are more meaningful conversations. Instead of basing performance in one sitting, reviewing an entire year, with rankings and ratings, these “check ins” allow for a collaborative discussion on strengths and development areas.
5 Tips to “Rethink” the Evaluation
- Performance is more complex than check boxes and numeric scales. A good system needs to highlight significant incidents, provide clear examples of positive and negative behaviors, and include specifics. Just because we assign a number doesn’t make it objective. Turning performance into a number blinds us to how people are actually performing.
- Provide feedback on things the employee can change. Avoid talking about personality traits or characteristics they can't change.
- When giving negative feedback, focus on specific incidents and examples. Talk about your impressions and feelings, and never make judgments about what's going on in the employee's head.
- Focus on strengths more than weaknesses. Focusing on weakness sends the wrong message. Focusing on strength gets people excited and motivated to grow. A focus on weakness really says that your strengths don't matter.
- Don’t forget about intangible behaviors. Reviews need to be more holistic and find ways to take into account nonobvious team-building behaviors. The person who helps keep everyone else's mood up when things are tough is appreciated, but not really noticed, until they’re gone.
Need guidance on performance reviews? Call your HR Advisor today! (844) 4HR-PROS