In your post, you have expressed the challenge of unpunctuality and its cause also. If the seniors are not coming for duty in time then why juniors will come? Juniors just follow the seniors.
In fact the problem does not lie even with senior managers. It is leadership that is responsible for creating a culture of lateness. Now it is quite embedded in your company. Therefore, the vice that has pervaded far and wide, to eradicate it is not easy. Neither you will have that authority to remedy the situation. Therefore, consider it as fait accompli of this job and stay with it till you are in this company.
8th August 2018 From India, Bangalore
It is a shame that seniors report late to your workplace. Instead, they should set a good example of office norms.
I suggest you take senior most director into confidence and draft a circular to be communicated to all team members regarding office timings. In the circular, you should clearly mention punishment for reaching office late.
Hope my contribution helps.
Thanks and Regards,
8th August 2018 From India, Delhi
To look at the late-coming of employees as due only to leadership or lack of it is to some extent applying balm on the hand when your head is aching.
We must approach it from much broader perspective and find solution looking at what results are expected from the employees at the end of the day.
The rules/policies have to facilitate employee performance for achieving final results expected of them rather than looking at lateness from narrow discipline angle caused by leadership behavior alone.
To create win -win situation for both employees and management, adopt flexi- timing policy and require them to work for eight hours and turning out expected/ defined quantity and quality of work. When top down culture is built and sustained around this, the occasions for for disciplining will be very few and far between.
It is not disputed that punctuality should not be enforced but emphasis should be on creating enabling environment for it to manifest rather than going after it only with hammer and nail.
9th August 2018 From India, Mumbai
Appreciate your initiative.
From a community perspective, participants can only share views of individual beliefs, and numerous assumptions. Some opinions may work out for you and a few may not.
My recommendation is to begin a step by step process.
1. Problem identified by HR: Late coming by employees
2. Identify assumptions: Some of the common assumptions in the problem area are affecting overall discipline, productivity loss, quality is not met, customers are suffering, the team is suffering, management is unhappy, and revenue loss.
3. Validation: Before confirming the problem, I suggest to validate the assumptions (All the assumptions mentioned above are possible implications of late coming by employees. However there are organisations follow flexi-time where employees come late, go early, and work from home). For validation, your observation matters, data collection and analysis, feedback from department heads/team leads/management (preferably CEO to understand whether the late coming of employees is affecting the revenue generation, productivity, quality, and customer service)
4. Identify the 'why' portion of the problem: If you can validate a few of your assumptions, then go ahead with root-cause analysis and find why employees are coming late.
5. Solution: Once you are ready with a validated problem and reasons for the behaviour which cause the problem, start exploring solutions.
9th August 2018 From India, Bangalore
You may prepare late coming policy and get it approved from the management and address a circular about late coming policy to all employees.
Mention that attending to office beyond grace time, the salary will be deducted based on the discussion with your management.
If the grace time is 10 minutes :
From 11 minutes to 30 minutes - deduct one hour salary.
From 31 minutes upto one hour - deduct 2 hrs. salary and
beyond one hour - deduct half day LEAVE from his/her leave credit.
14th August 2018 From India, Hyderabad