Why Is Worker Absenteeism So High in Spring? Seeking Solutions for Manufacturing Challenges

Dear All,

I am sharing three basic problems which I am facing:

1. I am working in a manufacturing unit where the worker's capacity is around 200. Generally, from April to June every year, I have noticed that the workers' absenteeism percentage is always higher compared to all other months. I have discussed this issue with other surrounding industries, and they are also experiencing the same problem. Why does this happen, and how can it be controlled?

2. Generally, workers take leave without any prior intimation. The next day, when they return, they simply state that they couldn't inform earlier due to a medical emergency or some other urgent issue. Some individuals have genuine reasons, while others are not truthful. It becomes challenging for me to distinguish whether a person is being honest or not. Please share your valuable comments on how this situation can be controlled.

3. Due to workers' absenteeism affecting production, we have to ask some workers to do overtime. However, some of them are unwilling to work during overtime hours.

I am looking forward to valuable comments from all members, and I believe this is a common problem in the manufacturing industry.

Addressing Habitual Absenteeism in the Workplace

This is an all-pervasive problem in the industry. While absenteeism, which is need-based, is inevitable, habitual absenteeism needs to be nipped in the bud; failing which, the loss of man-hours will seriously hamper production cumulatively over time. The following steps may be of help:

1. Constantly monitor and track the absenteeism of employees. This will enable you to identify who the habitual absentees are.

2. Distinguish between employees whose absenteeism is need-based and those who are habitually absent. Some may be regularly absent for the first few days after receiving their salary on the 1st of the month.

3. Call the habitual absentees and try to understand the reasons for their behavior. Advise them to be regular in the future and record the meeting.

4. If they persist in their behavior, issue an advisory memo in writing.

5. If they continue their misconduct, issue a show-cause notice and a warning letter. When things are in black and white, it sends a message that management is serious about their conduct.

6. If they still do not relent, issue a charge sheet and impose an appropriate penalty.

7. They should be marked absent, and wages should be deducted on a no-work-no-pay basis before taking disciplinary action. This will send an appropriate message to others.

You can view a blog on talentmoon.com for a brief on handling late arrivals.

Regards,
B. Saikumar
Mumbai