Managing Unauthorised Absence - A Line Manager's Guide to Absenteeism in Our Business
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 to assist Line Managers in effectively managing 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 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, counseling, 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 analyze 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
Each case must be analyzed on its own merits, and mitigating circumstances must always be considered. For example, if an employee fails to come to work and then provides evidence of personal issues that prevented them from phoning the business, as a line manager, you need to assess the reasons and use this as a mitigating factor 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 authorization 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 willfully 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 unauthorized 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 behavior and that the behavior can be corrected. If the offense is repeated despite warning, then the offense becomes more serious. In rare cases, however, where the employee is fully aware of the importance of attendance and deliberately remains absent from work for a length of time, dismissal may be appropriate for a first offense.
Guideline: Managing Sick Absenteeism
NOTE: Any repeated incident of a similar nature to 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 analyzed in terms of its 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 counseling 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 analyzed in terms of its 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 to 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 I could assist. Please find attached some documentation I use for your perusal.
Regards