Employee Takes Unapproved Leave Monthly Despite Warnings: How Should Management Respond?

Hi,

An employee in a company who performs very well - consistently meeting his targets every month. However, this employee takes 3-5 days of leave each month without informing management. Despite receiving a serious warning from the manager not to repeat this behavior, the employee continues to take unauthorized leave.

What actions should be taken regarding this employee?

Looking forward to your response.

Radhika.

Hi Radhika,

If he is such a good performer, you can talk to him personally, asking about his problem (i.e., if there is any) for which he is not showing up some days every month. As you have mentioned, even after receiving warning letters from the management, he is repeating the same thing; maybe he is facing some major problems that he is unable to share. Give him a chance to justify himself.

Even after that, if he continues to remain absent without providing reasons or notifying the management, then treat it as a serious offense/behavioral problem. Therefore, issue a show cause and terminate his employment.

Tina
Exec. HR

Terminate him!!! "Organization is Bigger than individual" If he/she is not complying with company policy, even though good in his work, meeting targets is a responsibility. (No excuse) Keeping this kind of employee would wrongly educate good employees too. It's better to give him one more harsh/final warning. If he does it again, no discussion, just terminate him.

Regards,

Admin_HR

Email: hr.chennai007@gmail.com

My point is, he should not be terminated. Formally or informally, we should talk to him and try to solve his problems as soon as possible. The problem might be unavoidable, or he can't escape from it.

Hi Radhika,

Discipline is the most important, and it is the duty of the HR Department to maintain that. By not doing so, he is creating a negative impact on other employees, which is not good for your organization. Please ask your management to terminate him.

Shipra

Hi to all,

I agree with Shipra, but before terminating him, must give him another chance to complete his attendance as per company norms. It is HR's duty to contact him and discuss if he has any problems. Showing sympathy towards him will be encouraging.

Hi All,

I agree with everybody that such kind of behavior cannot and should not be tolerated, and that it gives a bad impression to other employees about the tolerance of the management for wrong behaviors.

But the dilemma here is that the employee has been a "good performer"; if it had been a poorly performing employee, there would not be any hesitance to remove him/her. However, to remove an employee who is good at his duties is something the management rarely agrees to.

We as HR can suggest removing him/her, but then the management never agrees. I have faced the situation myself and found no solution to the situation, however hard I tried, other than trying patiently and assertively to change the employee through emails, warnings, salary deductions, meetings, etc.

Thank you.

Attitude and discipline are above all and are more important than the achieved targets. He has to be terminated if the case is repeated for more than 3 months now.

Regards,
Madan

Hi Radhika,

If an employee is a good performer, you should ask for the reason for taking leave because an employee who is performing well may not typically be so irregular and undisciplined. You should give him a chance to manage the leave. If he is not following the rules of discipline, I think you should terminate him. Discipline is the most important aspect, and it is the duty of the HR Department to maintain it. When one employee breaks the rules and regulations, other employees may also do the same.

Both the organization and the employee are important, but maintaining discipline is a must. If you give him a chance to improve and issue a warning letter after that, it is because of the good performance of the employee and the importance he holds.

I believe this advice will be helpful to you.

Thanks and regards,
MINESH KUMARI

Hi Radhika,

I agree with all, but I have two to three points as listed below:

1. No doubt, the employee is a good performer but not the best because he is achieving his targets but not trying to achieve more than that. Maybe the target set by the company is easier for him to reach, and the problem can be solved by giving him more workload.

2. Being an HR professional, we should be assertive, so we can't fire an employee without consulting, and our duty is to help solve his personal problems to some extent.

3. Company discipline and norms come first, and no problem should be significant enough to allow him to take 5-6 days off without prior intimation.

Try to consult with him empathetically and then come to a decision considering all aspects and consequences. I hope you agree.

Regards,

Ruchi Shukla
HR Executive

Have you taken any steps to gather information about the employee's family background? I think he has a family or personal problem. Getting to know about his background and his problem will give you insights, and if you provide counseling, he will be alright.

Jeba
Loyola College

I think since he is a good performer and achieves targets on time, certainly he is an asset to the company, and one should give him a chance to justify the problem of going on leave without any intimation. Management should give a fair chance to him. A personal hearing is a must. After all this, again if the employee is disobeying the rules and regulations laid down by the firm, then he should be treated in the same manner as others for his behavior because company rules are the same for everybody.

With regards,
RK Sinha

Definitely, it is a matter of discipline and can affect the discipline of others as well. However, at the same time, we cannot deny his performance. You can take the following steps to resolve the problem:

1. Identify the influential person or someone he respects, or assign him a mentor.
2. Try to find out the reason for being absent without intimation.
3. Explain to him the consequences of being absent without intimation.
4. Measure any changes.
5. If there is no improvement, instruct the mentor to coach him regularly.

Terminating the employee based on disciplinary grounds is relatively easy for any organization, but losing the right talent can harm the organization simultaneously. Therefore, it is better to work on changing his behavior.

Termination is not a solution to this. It would be better if the department head spoke to him in person to understand why he behaves this way. There might be an underlying issue that could be problematic for him, which you could address post-discussion. If he is performing well, meeting targets, ultimately contributing to achieving company goals and objectives, and consistently demonstrating these qualities, then he is an asset to the company.

Hi,

Whatever Sastry, Rohit, and Raj are saying is correct. First, find out the reason for his absences and counsel him. Keep a record of the notices you are going to issue him, and also CC this to his manager. As Jyothi said, operations will not support firing this kind of performer. Therefore, when you have a record as proof and if he continues with the same behavior, you can take disciplinary action up to your limits.

However, as Sastry mentioned, if he has another source of income, you can take immediate action against him.

Even though he completes his work every month, as an employee, he should have regularity and discipline. Without these kinds of attitudes, an employee should not be permitted into the office.

I hope the company should take action on him.

Hi Radhika,

In my opinion, he must be dismissed. Though he reaches his target every month, he does not have any personal values or ethics.

Regards,
Balaji

The most suggested procedure is trying to find the reason for his continued behavior through meetings/counseling. However, you may or may not get the reason; in all probabilities, you will not. You may have to have an analytical approach that will also sound logical to management.

The next step should be to evaluate how he is being graded as a performer... is it on the months' target or the productivity based on his actual hours worked. You may unearth some conclusive insights. Is the target too low or easily manageable for his profile or maybe his capacity. This may lead to a willful default on discipline due to a superiority feeling, which could also not be in the best interest.

Another important factor to be evaluated is his motivation and need for this job; a careless/disrespect to discipline may have roots there.

But the Bottomline is Discipline is above all, across departments, ranks, and performance.

I am unable to accept that an undisciplined employee is a performer, for when an employee is declared as a performer, he is being presented as a role model and is graded on all parameters rather than the ability to reach targets or output against input compared with others.

Regards,

RR

Respected Radhika,

I don't have any idea regarding the payment strategy at your workplace, but to solve this problem, try to set daily targets or make some changes in the salary format. If an employee exceeds the allowed number of leave days in a total month of working days, you can deduct their salary, which I believe many big companies do follow. Please review the norms that are typically adhered to when establishing the above. Because, as you mentioned, even after issuing a warning, the employee seems reluctant, indicating that they are aware they won't be terminated. However, you do manage to hire good employees, so please address this issue.

Thank you,
Best of Luck

Hi Radhika,

If an employee shows good performance as an HR person, we can also talk to his family about his habitual absence. Definitely, he has some problem in the family only. It will give you a clear picture of his irregularity.

By,
Kavitha

Dear Radhika,

First of all, it's not a case study... just kidding. Don't take it otherwise. Well, the office is like a battlefield. If he is not turning up, give him a warning or simply deduct from his payslip. Seeing him, others will also set a bad example.

Best regards,
Rahul

Quality performance stems from discipline. Distinction of quality performance and performance-based limited attributes need to be identified. How you analyze performance is guided by the organizational values, based on which the procedures evolve. I have come across some scenarios wherein the organization's values and operating procedures are divorced. In such situations, analytical evaluation fails, resulting in a distorted understanding of parameters like performance, targets, employee loyalty, etc. The net outcome affects the quality. Treatment of employee behavior must consider the work ethics of the organization.

Regards,
RR

Reading through the posts, I observe that "Talking into/through the problems" is the highest and first preference. Indeed, it sounds rational, but I feel an attitudinal analysis should precede this. Please guide me over the seasoned HR approach to it.

Regards, RR

Put that employee on shifts so that it will be easier to utilize the employee's performance for the company.

Terminating him! WHY?

As it is difficult to find people who perform and deliver. What he needs is:

[1] Empathy
[2] Counseling
[3] Performance incentives to keep him engaged
[4] More responsibilities

Some people are wired differently. Accept it.

In many industries, there are production targets, and the personnel are allowed to do anything after that. Take, for example, a bank employee like a cashier who is free after his work shift, which could be 2 to 5 hours ahead of his colleagues. Or in a pharmaceutical plant where in the tableting department, the union and management have decided on a daily production of a determined number in the 1000s per worker. It could just be less than 5 hours of work.

Flexi Time is to add responsibility to an individual so that not only does he meet corporate targets but exceeds them in the time allotted to him. He may save on it if his ability and competence drive him.

It's time to have a different way of dealing with issues, as performers are at a premium!

Talk to him; he might have issues at home. Either he has old parents whom he has to take to the doctor each month by himself or any other issue.

Just because he is a great performer does not give him immunity from following the rules and regulations of the company. I will not recommend any harsh action straightaway in a hurry. Like someone suggested, it would be in order for someone to talk to him, try to understand his problem, and help him resolve those issues. However, if the management is convinced that he is beyond salvage, then some harsh measures are in order.

Vasant Nair Director Karma-HR 09717726667

Hi,

I believe that since the employee's performance is up to the mark, there is no point in giving him warnings for a trivial issue like this. Rather, this will create a feeling of bitterness in him towards the organization and the people around him.

As HR professionals, we should deduct his salary for the days he has been absent. Once his salary is deducted, if he retaliates, it will give us an idea about his behavior. If he does not retaliate but continues to take holidays, then there is a second way to approach this issue.

Here comes the role of the first-line manager:

- To identify the reasons for his frequent absences.
- To have a friendly conversation with him about his work, whether he is feeling over-pressured with any responsibilities, and if he is happy with the job profile assigned to him.

This conversation will help the management identify the real problem and take appropriate action.

You might be wondering about the role of HR if the first-line manager handles all the problem-solving.

The role of HR is crucial because a line manager may not always have the capacity to give extra attention to each employee, considering their existing responsibilities. It is the role of HR to facilitate communication between the line manager and their subordinates.

The direct involvement of HR typically occurs at the final stage when even line managers are unable to manage such employees effectively.

I hope I have articulated my thoughts clearly. Please feel free to provide feedback as I am eager to learn.

Thanks & Regards,
Shishir V Kumar

Dear query,

Although the employee is good at his performance, he continues with his habit of taking leave without intimation even after a warning. This clearly shows his attitude. You will find a better performer than him. Get rid of him as quickly as possible before he spreads this attitude to other employees.

Thanks & Regards,
K. Baskaran

Hi,

I do agree with RR. The management is required to know first the reason behind such practice. If he is a good performer, then I hope he would be a good candidate too. However, to solve your problem, you can take a counseling session with him and could try to know the fact behind such behavior. He could also be told that though he is a good performer, so everyone expects him to be a role model, but his attitude is spoiling his image.

Secondly, you can issue him a show cause notice for being absent that, too willfully, and ask for an explanation as to why not a disciplinary action shall be taken against him. In our organization, we do the same. We take a counseling session with our employees if they don't follow the rules and bother for the same. I hope it works.

Best of luck.

This is a typical case of drawing the thin line between achievers and arrogance. If he/she has a genuine reason for being absent, then record it and ignore. Try giving more targets since he may be exceptionally good to complete the target easily. Provide incentives for achieving those extra targets. Use your stick and the carrot judiciously against such employees since it is not easy to get the right people for the right job.

In my opinion, the response of Tina is most appropriate in this particular case.

Kind regards,
Ismail Naik

Dear friend,

This guy understands that he is a performer and will be given the leverage of this fact. However, you need to understand that he has a clear demarcation of personal and professional life. He does not compromise on the business front as well as in his personal life. He needs a couple of days off every month, and you need to honor that by granting it in advance and asking him to keep the company informed to make him realize that you respect his needs. But if he still does not respect the company policy and gesture, then it's a discipline issue, and you need to take appropriate action.

Regards

If the guy is delivering, why do you want to see him in the office every day? The guy is good; he is managing his time well. When he is off, he is off, and when he is working, he delivers in full. Why do you want to have people sitting in the office and doing nothing to achieve their targets? Give him specific incentives to deliver 125% or more. It may get him more involved. While he stays off the breaks, he may also deliver more. Just as he delivers more than the rest, you must plan to pay him more.

Do nothing, Just forgot to pay him a salary for 3-5 months and argue with him if u can do then why we not?

Corrected:
Do nothing. Just forgot to pay him a salary for 3-5 months and argue with him - if you can do it, then why can't we?

It amuses me when bloggers are so eager to contribute advice without even questioning the thread starter (Radhika, in this case) for more facts on the case. Is it possible that the thread starter is a student seeking a solution for an assignment question, as the title says "Case Study..."? In which case, she would not know.

If it is a real problem in her company, should we not be seeking information on how that 3-5 days absence is affected? Is it on the same day of the week, every week? This may be the case when the employee goes to, say, a hospital, or sees a sick relative, etc.

Like some respondents have aptly stated, it's easier to sack a person on grounds of indiscipline than to recruit an excellent employee. So, more investigation needs to be done before suggesting a solution.

Have a nice day.

Simhan
A retired academic in the UK

If counseling doesn't work, initiate disciplinary action as per service rules and award a lighter punishment to improve upon his rate of absenteeism.

A.K. Verma

Just as he has performed well and he knows that the company appreciates him, a wrong conception has crept into his mind that he is indispensable. The idea is to remove this misconception and send him a message that nobody is indispensable. And not only him, your company should also understand this because somewhere somebody thinks that way; otherwise, he would have been removed on disciplinary grounds. If he goes, I am sure somebody even better will take his place. I hope he is not a favorite of some bigwig in your organization.

Just speak to that person one-on-one and discuss the issues in a positive environment. Avoid giving serious warnings; instead, be cool and calm when handling such star performers. Remember, these employees are valuable and should be treated as such. Keep interacting with him on a continuous basis. If you convey the same message in a friendly manner, I believe he will understand.

Dear HR Leaders,

I believe that the primary objective of any business organization is to achieve growth and provide satisfaction to its customers, vendors, employees, shareholders, and management. When an individual consistently performs their duties effectively in alignment with these goals, they may be assigned regular targets to accomplish. If the employee successfully meets the set targets, they could be granted permission for additional leave.

For instance, if a bank employee who is also a cricket player wins a Gold Medal for the country, their absence of 'N' days from work could be excused. Similarly, if an employee demonstrates their value to the organization, flexibility in their schedule or a reduction in certain financial benefits may be considered. Alternatively, in cases where necessary, a show cause notice in accordance with the established rules can be issued.

Regards, Hariom Sharma-SEPL

Hi,

As per the norms in your company, how many leaves can an employee avail? If they have exceeded the actual limit, then deductions should start from their salary. If this measure does not yield results, then it is high time to issue a pink slip.

Regards,
Maya

If there was enough leave and he is taking the leaves of his own, how to terminate that guy? If he is taking leave without pay, and all his SL/CL days are used up, then we can consider terminating him.

Please let me know if you need further clarification or assistance.

Hi,

I am an entrepreneur myself and understand that good performers are hard to find. Another approach may help. First, identify good candidates in the organization who have decent performance and are regular at work. Then, inform this "good performer but not disciplined guy" that the management is looking to reward the best overall performer in the organization in the next 6 months or so. Since his track record is good in all aspects except attendance, he should focus on improving this area. By doing so, he will have a better chance. Hopefully, this approach will be effective. If he shows improvement, great. Otherwise, his true colors will be revealed in the days to come, making decisions easier for management.

Dear Radhika,

Performance is a key parameter for one's appraisal. However, that does not mean disregarding the disciplinary norms. Absenteeism is one of the parameters to test employee loyalty. Therefore, any employee who is dedicated to his/her work, loyal, and integrated in his/her role should not take leave without valid reasons.

Consider why an individual would need to take 3 to 5 leaves in a month. If the cause is genuine, what is preventing them from informing the management in advance? Advise the employee that failing to notify the management reflects poorly on them, regardless of their performance. Review the counseling session after a month. If the issue persists, issue an official memo or a show-cause notice stating the potential penalty or fine. Following repeated occurrences, disciplinary action must be taken, as violating rules may demoralize other punctual and sincere staff members.

Please ensure proper communication and adherence to company policies to maintain a positive work environment.

Thank you.

Before replying to this query, please read what Simhan is saying. I like his answer.

It amuses me when bloggers are so eager to contribute advice without even questioning the thread starter (Radhika, in this case) for more facts on the case. Is it possible that the thread starter is a student seeking a solution for an assignment question, as the title says "Case Study..."? In which case, she would not know.

If it is a real problem in her company, should we not be seeking information on how that 3-5 days absence is affected? Is it on the same day of the week, every week? This may be the case when the employee goes to a hospital, or sees a sick relative, etc.

Like some respondents have aptly stated, it's easier to sack a person on grounds of indiscipline than to recruit an excellent employee. So, more investigation needs to be done before suggesting a solution.

Have a nice day.

Simhan
A retired academic in the UK

He is a good performer and good at managing his leaves. Then how does it violate the company policy? One small suggestion on my end: some good performers always do something extra, like upgrading skills. For that purpose, he is managing that side by taking leave. You are assuming he is violating the policy and terminating him would lead to the company losing a very good performer. Technically speaking, nowadays, multi-talented people are less and have a bright future. Try to understand the problem first before making any decision.

There is no point in keeping this person. He is overly confident and knows that the organization does not want to let him go. Therefore, he should be given notice to improve; otherwise, with due honor, he should be let go. This message will resonate strongly within the teams.

Regards,

Chakradhar.

In my opinion, it's not a matter of whether to terminate or not. I think even for a poor performer, he / she deserve to be understood first before any decision could be made. It might be the case that he / she have urgent matters. (Such as wife is pregnant, sick mum, etc.) Consultation is a good approach to reach the employee. His / her work schedule could be arranged such that it's comfortable for both management and the employee. Everyone deserves a chance.

Hi Radhika,

You know, I had a similar problem with an IT software person in my earlier organization. The only problem was that he was irreplaceable because his work was good. He always came to work between 11:00 - 11:30 am, whereas the company started work at 9:30 am. His excuse was "I sit late and should be given some time flexibility," but when we actually audited his work, it was seen that his late sitting was basically not a requirement. If he did sit late, it was for his own personal reason or comfort. As Head of HR, I was in a dilemma as I did not know what to do. Workwise, he was excellent and solved every issue within minutes of the problem cropping up. At the same time, he was setting a wrong example, and there was a possibility that others would follow the same trend. I had several informal discussions with him, where I tried to understand his reason for coming late, but his excuses were not genuine. It later came to my knowledge that he, along with his wife, were taking on other assignments on a freelance basis, for which he was working after going home, and that was the reason for coming late to work.

Of course, as all the other people have said, "Organization comes before an individual." Finally, I issued him a written notice, and in not so many words, we told him that if this late coming continued, we would have to discontinue his service. He took the cue and resigned.

I know it is a difficult decision, but one that must be made by the HR Department. People are the most important assets that a company has, but it is very important to maintain discipline in an organization. We must try to resolve the problems at first, but if the employee is arrogant or turns a deaf ear, then we must take corrective action.

Regards,

Meena

I agree with Meena. Once we understand the problem and realize it is incorrect, we have to make some tough decisions.

Hi Radhika,

There are many things that come up like this in the HR person's day at work. This is the case with your performing irregular citizen. Simple thing... You are not going to pay him for the days he does not come (Are you?) Why do you need to worry then? One thing about talking can and should be done. Second, there should be some kind of lateral pressure for him to become disciplined (like giving a promotion or a raise to the immediate next good performer and make him feel like one heck of a loser). Stop giving him the benefits of the normal employees who are regular. And to all the guys who are trying to fill up your ears against that guy... remember, they want him to get sacked because they want his place. HR works on caveman concepts and jungle strategies (Homosapiens have got almost 70% similar DNA to apes).

Just don't think too much. It causes stress. Think of practical ways to solve such problems. It is not an issue at all. Try and tell me what happened.

Regards,

Rohan B
Square Consulting and Management Services
Surat, GJ

Hi Radhika,

If an employee is performing well but having some disciplinary issues, it should be handled with utmost care. I would suggest you review his previous records to determine if this behavior is habitual or if it is a recent occurrence. If it is an ongoing issue, disciplinary actions should be taken; otherwise, it is essential to identify the underlying problems leading to this behavior.

I believe this approach will assist you in addressing the situation effectively.

Thanks and Regards,
Shikha Dave

This is a very simple issue as far as I see. You must get your company priorities right. What is more important..?? Company or this undisciplined individual & his good performance..??
As far as I see, the company is more important than any individual and no one is indispensable..!!! “Because of your company, you have a job” and not "that the company exist because of you"...people will come & go but the company will go on as long as the owners will run it well.
Therefore, he must fall in line with the company rules (option 01) or he must leave the company (option 02) before he becomes a bad influence on the others.
You must get a suitably a good replacement with correct attitude and train him with the skills required and you are sure to have a better person than this undisciplined fellow.
This is the job of HRD...!!!

Dear Radhika,

First of all, talk to him to know the real picture behind his unprofessional behavior. If you find any issues, solve them. If you couldn't find any, then give him a final warning. Even if he continues this absenteeism, then take a hard decision to maintain discipline in your organization.

I think that the employee wants to gain privileges by showcasing his performance. Therefore, he repeats... Management should treat him like others and take disciplinary and penalizing action against him.

Thank you and regards,
Arup Majumder

I wonder whether respondents read all the posts in this thread before responding!

Radhika, who started this thread, has not commented on the responses so far. Mr. Sastry raised valid questions, and I was hoping that Radhika would come up with some answers. Maybe she does not know, as this is a fictitious case given to a student or a question raised in an interview.

Suppose that on investigation you find that the concerned employee is the only supporter for a very sick mother, father, wife, etc., and the person needs him/her at short notice. The problem is such that the employee does not want to publicize it. Would your responses be the same?

Have a nice day,
Simhan

This is surely a difficult situation. We all see such cases with varying degrees of indiscipline shown by some of the performing employees. But one thing we always need to keep in mind is no one is above the system.

I think two more warnings can be given, or the employee can be called for a personal discussion. If the same behavior persists, some action like 'marking one day absent,' etc., may be taken, followed by more serious action on further continuance of the same behavior.

Hi,

I won't agree with the termination part. We can assign him a buddy or a friend who will speak to him on a regular basis and will be in touch with him. As a few days pass, he will be able to share why he is taking this kind of leave. Once the reason is known, we can actually plan out a suitable solution.

Regards,
Zohra Lakhani

Radhika,

Please review his background and career objectives. Follow the "carrots and sticks" approach. Carrots could be incentives like a 100% attendance bonus, while sticks could include penalties like loss of pay (LOP), reduction in increments, and delayed promotions. This strategy can help address the problem effectively. Explain to him how such issues can impact the organizational climate and his career. Termination should be considered as a final option.

Regards,
Rajendra Prasad

Hi Radhika,

Every organization has 2 days of leave as per the norms, if I am right. He also has a personal life, which could be some reason. Please do not take any actions against him as he is a good performer.

Please indirectly inform him that taking leave abruptly is not in line with office decorum.

Thanks,
Samudyatha

Radhika,

You can do one thing: prepare an Excel sheet about the absentees and latecomers, etc., and communicate the same to all office staff. So, they will change automatically; otherwise, they will lose their image in the organization. Be careful while dealing with knowledge workers. Being a human being, they will change for fame or money.

Regards,
Rajendra Prasad

From my point of view we don't know anything about the company are they treating their employees if they close the target or is there any motivation policy that the company follow, is there any increasing in the target, is the company provide a salary that can cover employees life expenses, because maybe this employee is trying to find any other job, or he is doing a part time job make him not ready to attend some times, the last thing that he might don't have feeling of responsibility but as mentioned before he do close the monthly target so I believe the problem is the motivation system that the company follow or the income provided.

My advice is to create a new commission policy if this employee is working in the sales department. Make the commission increasable, for example, from $0 to $50,000 at 5%, from $50,001 to $100,000 at 10%. At the same time, the minimum target should increase a little bit every 6 months.

I totally agree with Minesh. I am afraid he/she might have a strong relationship with management. This normally happens in a single/family-owned organization. I suggest Radhika go along with the tides.

Cheers,
Vigil Varghese

Termination is not the solution. Has the HR spoken to his immediate superior? If so, what are his views? How many times has he spoken to the candidate? Can he manage the employee with all the leaves, etc.? Can he manage others in his team? Let us not jump to conclusions. Involve the immediate superior/HOD before any drastic step is taken. If HR resorts to any ugly scene like warnings, etc., the employee will leave the job and attribute it to HR for treating him badly.

I believe you should consult with management to understand their requirements. If management wishes to retain the employee, provide him with a chance to explain the reasons for his frequent absences. If management decides against retaining him, issue a show-cause notice and proceed with termination.

Termination is not a solution to a problem. Discipline is important, but at the same time, one should take precautions so that good resources are not lost. If an employee is really good, then you can take some other steps like deductions from his salary or non-regularization of his leaves, etc.

Hello! This is Mohsin from Pakistan. I am the Assistant Manager in a reputable automobile industry. In my opinion, a leader's attitude should always be employee caring. You must negotiate with the concerned employee and ask about the problem. If the issue is serious, the organization must help the employee resolve it. However, if the problem is not serious, you should warn them and clearly state that there will be no compromise on discipline. In the future, if they violate discipline, they can be fired from the organization.

Secondly, if the employee is taking annual leave, you cannot take action against them. You need to negotiate and recognize their importance. You can also offer a special bonus.

Regards,

Muhammad Mohsin

After reading all the above comments and solutions, I would like to add on to this. The company is aware of his good performance and his absences without any notification. The company can terminate him from employment after mutual understanding and hire him back on contract. This way, his absences will not affect other employees of the company.

What do you guys think?

Hi Rathika,

You cannot terminate an employee without any intimation, warning, memo, notice, and show cause. There are many processes to be followed before terminating someone from the service.

1. You have to conduct a counseling session with the employee. It should be done in a manner that helps them understand their achievements, abilities, and also their mistakes in a polite and soft manner.

2. If the same issue happens again, a warning letter should be issued to the employee, and their acknowledgment should be obtained. The letter can be sent via registered post, email, etc. If the employee refuses to acknowledge it when presented directly, it also counts as a discharge.

3. If the same issue repeats, a memo should be given, similar to a warning letter.

4. If the issue persists, a show cause notice must be issued detailing the discharge. It should clearly state that an enquiry commission or officer will be appointed to investigate the allegations.

NOTE: ALL THESE PROCESSES SHOULD BE DOCUMENTED WITH THE EMPLOYEE'S ACKNOWLEDGEMENT PROPERLY.

5. An enquiry officer should be formally appointed, and a proper appointment letter should be given to them. The officer could be an internal staff member, a company lawyer, or another suitable person.

6. If the employee fails to appear after receiving show cause notices 2 and 3, they should be sent by post with an acknowledgment receipt, possibly as a legal notice from the company's lawyer. Only then can the termination take place.

7. During the enquiry, the appointed officer must make honest decisions regarding the allegations. They can decide on termination, suspension, fines, or other suitable actions.

8. Failure to follow these procedures may result in legal actions or notices from the Labor Court, Commissioner of Labor, Inspector of Labor, Inspector of Factories, etc.

Make sure to formalize all these steps. Thanks.

Ravi Shankar S.

Gents,
People management is not only about punishment, is fundamentally about getting people motivated and help them do their best for the company.
Just warning has same effect as of a father who only punishes his childrens but never try to understand what is motivating their possible bad behavior.
Sit down with him and offer your sincere help, he may be living serious personal or family problems that prevent him from showing up at work once awhile.
The fundamental role of HR is to take care of the key assets of any organization – people, and good judgment comes with experience!
You should do everything possible to understand what is really happening with him and possibly help him resolve. If he's only taking advantage of his good performance, hence disciplinary actions may be required, but not necessarily terminating his employment, although this is also to be considered.
Hope this is of any help to you.
Regards,
Osvaldo

Hello,

I would like to add something. The employee might be a very good performer, but he has to be a good team player as well. (Team player here, I mean to say, should abide by the policies which every employee is bound to follow.) He should be given a warning and should make him aware of the consequences that might happen if he doesn't abide by the company policies. If he fails, even after knowing the consequences, serious action (may be termination) needs to be taken.

Hi Radhika,

Maybe your employee is violating the norms, but everyone loves their job. So, he must be facing a genuine problem, and maybe he has no option but to remain absent. Talk to him informally, like a friend, and then resolve the issue.

Regards,
Sarangauri

We should transfer him to another branch in a different city. By doing this, he can learn a lesson in professionalism.

Regards,
Sourabh Sanyal

Hi,

Terminating is an easy job for the management. But can we terminate anyone based solely on their absenteeism for 3-4 days? Does our law permit this? Well, this is another part.

I totally agree with our HR criterion that discipline is paramount. Therefore, I suggest having a conversation with the individual and maintaining regular contact to know their whereabouts. You may discover there is a reason for their actions. It may also be possible that the head of the department does not allow any leave, leading the individual to take unauthorized leave.

Alternatively, if the individual is aware that management will not take action due to their good performance, and if your management supports it, issue a warning letter. On the other hand, acknowledge and appreciate their dedication to their job and not taking leave (if they do so in the future).

Jitendra

Hey Simhan, Bingo.....you have caught our expert HR's comments and blogger on the spot. Ha ha ha... This is indeed an assignment for the student, and you are so correct in your observation.

Ukmitra

To maintain discipline and decorum in the office, he should be penalized with a salary cut after receiving a written warning.

Terminating an employee due to his absenteeism will not work out well because it is not easy for an organization to find a potential employee who achieves given targets. The company cannot compromise on its discipline as well.

Counsel the employee in a friendly manner and find out the reason for his absenteeism. However, termination should be the last option when all techniques fail to bring him back to company discipline.

Regards,
Indu

I believe this is a case of diminishing motivation for the employee. The case study states that this is a promising employee who achieves his target regularly but has developed a habit of absenteeism. I have come across such cases. Here, having a discussion and initiating disciplinary action will not solve the actual problem.

Such kind of employees need constant challenges to motivate themselves. They get bored easily when their targets become easier and routine. I believe for this particular employee, a change of role or enhancement of the role should be experimented.

Re: Case Study - Solve It

Hi Radhika,

Some good performers know that management will not terminate them easily because they are needed, and such employees benefit from this situation. It can be seen as a form of blackmail, so a shock must be required because many instructions have already been given to them.

Kishor

Hi Radhika,

I agree with all of our members. But Radhika, if this employee is really good in performance, before taking any legal action like termination, you have to understand his problem. You have to make counseling with him. Through counseling, you have to make him aware not to remain absent without permission. After counseling, if there is no change in his behavior, then you can take legal action as per the provisions of the law. Before taking action like termination, you have to give him a chance to improve.

Anil
09764690653

Dear Radhika,

In our organization, there were also two employees who were frequently absent. Every month, they used to be absent for 3-4 days. The reason for their absence was that they were searching for another job. Eventually, they found good employment elsewhere.

If you want to prevent him from being absent like this, as you mentioned he is a good performer, speak to him and consider raising his salary to his expected level. I believe he will definitely agree if he is not dissatisfied with his current job.

Regards,
Modi Ashok Kumar

I could make out that this person tries to pamper himself after every winning streak. He is a winner and prefers to take a time out prior to taking over the new targets. You cannot lose star performers so easily in the name of discipline. The only indiscipline attitude that he has is that he does not inform prior to availing leave. Maybe because he has a fear that his leave will be declined. He needs reassurance from his bosses only with their positive attitudes.

This star performer will get more opportunities elsewhere. But, will any of you be able to get a similar replacement for his performance?

Hello Radhika,

We HR professionals always consider our HR force as an asset of our organization. I totally agree with others, but I think you should focus on employee engagement activities. Through such activities, employees will experience a family-like atmosphere in the company, enabling them to easily share their problems. By creating a very friendly atmosphere in the company, employees will feel more comfortable.

Moreover, if employees take leaves without prior intimation, we can consider deductions from their salary. Additionally, we can reduce their chances of promotion, increment, or bonus.

Regards,
Bhargavi Solanki
Student (MBA HR)

Hi!

In my opinion, if he is a good performer, you should not terminate him. However, you should implement a policy wherein, in the case of leave without intimation, there will be a deduction of two days' salary without any genuine justification or some penalty clause.

Above all, for organizational growth, we need good performers. We don't need people who are obedient but not good performers.

Regards,

Deepa Gaur

Hi Radhika,

Discipline is a must. But as a good employee, give him a chance. If he continues this behavior, terminate him.

Regards,
Saranya

Hi RADHIKA!!!!!!!

Well, if he works throughout the week (including Sundays), then I think he deserves to take a 3-4 day leave in a month, but with due permission. If that's not the case, then a notice should be given to him for the same.

DEEPIKA :)

Hi,

I have gone through the above comments. My viewpoint is:
1. Why do you want to terminate the employee for taking leave on a monthly basis? For management, it is not wise to give importance to the absenteeism of a good performer. If someone does not agree, please think practically. Nowadays, 90% of employees do not have discipline. They may show or act like they are very disciplined individuals. So, this is a minor issue; leave it as it is. Also, try to increase his targets alone or give him a promotion. Since he is a good performer, I believe this decision should not be very tough. I see it as a win-win situation. Don't see any problems in the same view. If we do, we won't be able to find the best solution for any problems.

Thank you.

Hello Radhika,

Being an HR professional, one should follow the rules, regulations, and discipline of the company. However, it is essential to remember that you are a human resource manager dealing with human beings. This implies that you are supposed to influence the body, mind, and soul of every employee. If an individual disobeys the norms of the company, they are jeopardizing their own career. Therefore, why would someone choose to play with their career?

Prior to taking any disciplinary actions, it is crucial to conduct counseling with the employee. It is possible that the employee is intentionally acting in such a manner to sever ties with the company.

Hi Radhika,

In my opinion, terminating the services of a good performer is not the right solution. Finding a good performer is an uphill task. Discuss the matter with the employee, counsel him, arrange a meeting with the top executives, and ascertain the reason for such behavior. I am sure better results will come. Try to adjust his weekends after discussing with the employee. If possible, a visit to the employee's place may be of great help to ascertain the reason for such behavior. Try to develop a personal rapport with the employee.

Regards, Om

It appears he is having an unsolvable problem or something he cannot tell anyone. For example, he is living with his first wife for 25 days and 5 days with another at a different place, or he has an illegal son or daughter at some other place. What to do:

1. Find out his habits, friends when he is on duty, and find the most influential person who can talk to him.
2. You have to decide and describe his behavior on duty.
3. Give him a change of job where his eccentricity can have no effect.
4. Send him on a tour for 5 days/month and see his reaction.
5. Put him in sales or marketing where his performance, not attendance, matters.
6. Consider disciplinary action only if everything else fails.

Dear Radhika,

I am not in agreement with Tina. If the individual is achieving all the targets set by the organization, why should the organization terminate him (notice period, whatever)? We can warn him. If he does not follow the organization's rules, then we will stop all the rewards or incentives.

"Hi Radhika,

If he is such a good performer, you can talk to him personally, asking about his problem (i.e., if there is any) for which he is not showing up on some days every month. As you have mentioned, even after receiving warning letters from the management, he is repeating the same thing. Maybe he is facing some major problems that he is unable to share. So, just give him a chance to justify himself. Even after that, if he continues to remain absent without providing reasons or notifying the management, then treat it as a serious offense/behavioral problem. Therefore, issue a show cause and terminate his employment.

Tina
Exec. HR"

Hi Radhika,

It's very difficult to find and retain performers these days. Try to gather information about his whereabouts from his close pals and family members. Be a good mentor rather than a strict instructor; be supportive like a solid rock.

Check if there is a work-from-home policy in place. Such policies can assist in achieving the results required by the company. Ultimately, what matters most are the results and revenue. Stay positive and steer things in the right direction.

Thanks, Uday Kodati

Radhika,

It's wiser to lose one efficient resource but set clear expectations for the rest. From the case, I understand you have already had discussions with the employee. Else, it might not be long before you see this becoming a practice.

- Raj

Hi Radhika,

I understand the dilemma you are facing - on one hand, he is violating the company's dependability/leave policy, and on the other hand, he is performing well and bringing more business to the company. I would suggest talking to the employee first and seeing if you can compensate him, such as giving him some time off to sort out his things and come back more focused. Otherwise, you cannot overlook this for long, and unfortunately, you may have to terminate him.

Regards,
Ali

Radhika ji,

His repeated conduct amounts to a gross violation of standing orders/code of conduct pertaining to discipline, which will, in turn, spoil the work environment. I understand that there is a limit for us to pry into somebody's personal problems. Leaving aside his ability to meet the target, now it is your turn to review the strategy.

I suggest you issue a final warning and start looking for a suitable replacement for him. By understanding the situation is going to turn seriously against him, I am very much sure that he will repent and correct himself, or it is high time for you to get rid of him. I think the time has come to leave indecisiveness aside and give him a knee-jerk blow. He deserves to be in Hobson's choice.

Regards,
Naresh

Subject: RE: Case Study

I tend to feel that since there is consistency in absenteeism, the employee may either be offering his services elsewhere for more income, or perhaps he or his family members may be ill and needing monthly medical treatment, for which he needs to attend to the same, and is not free to openly discuss the same. He does not seem to be irresponsible. A confidential chat will definitely help. Sastry and RR have expressed sound views on this issue.

ZV

Please call the employee and give him counseling to understand why he is behaving this way and what his problem is. Termination is not a solution.

Vijay

Hi Radhika,

Absence without prior permission is not correct from the standpoint of organizational discipline. You may call him to inquire about his problem, offer support, and convey that HR is actively looking after employees. Make sincere efforts to resolve his issue. Enlighten him about the impact on his career and the consequences of being absent from duties without permission or notification.

If the situation persists, consider visiting his home to discuss their problems. I hope that he will surely show improvement.

Thanks and Regards,
Ranjeet Bhosale

The way I see this, I don't find any problem at all. Just increase his target by 10 or 20 percent. That's it. You get more done, plus he gets an incentive and reduces his number of days off. We are dealing with humans and therefore must be more concerned about them. There are places where you can make exceptions.

When you talk to him and still he doesn't open up, then it's time for you to sharpen your counseling skills. Try not to put the company's rules and regulations first when you talk to him personally.