I am experiencing frequent last-minute intimations from my colleagues about not coming to the office. Our leave policy states that at least 3 days' prior notice should be given for an absence. In case of emergencies, they are allowed to inform on the same day in the morning. However, this is happening repeatedly. We do not want to treat it as unpaid leave, as we do not follow such rigid practices. Can you please suggest a policy or structure to prevent last-minute absence notifications?
From India, Mumbai
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24From India, Mumbai
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I have faced this situation in my career as well. When informing you of lateness, ask for the reason so we can assess its genuineness. If the reason is valid, we can excuse the lateness; otherwise, mark them as absent, resulting in a deduction from their pay.
Preventing Frequent Last-Minute Absences
To prevent such situations, our policies need to be strict. Otherwise, employees may start taking matters into their own hands. In my office, after implementing such measures, sudden leaves decreased by 50%.
Thank you.
From India, Secunderabad
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Preventing Frequent Last-Minute Absences
To prevent such situations, our policies need to be strict. Otherwise, employees may start taking matters into their own hands. In my office, after implementing such measures, sudden leaves decreased by 50%.
Thank you.
From India, Secunderabad
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Hi All, I would like to inform you that I was facing the same situation in our process as well as in my team. So, I have clearly explained to the team about the leave policy, procedure, and its pros & cons. It really helped a lot, and absenteeism was less thereafter.
Our Leave Policy
Our leave policy states that if any individual is absent due to any genuine and valid reason, then we must grant them leave (CL, etc.) if they have the leave balance in the account. Otherwise, LWP will be marked. If it's not genuine, then cancel his/her leave and mark NCNS (No Call No Show) if he/she doesn't report. Monetary deductions will be made from the salary.
Thanks,
Pravin
From India, Delhi
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Our Leave Policy
Our leave policy states that if any individual is absent due to any genuine and valid reason, then we must grant them leave (CL, etc.) if they have the leave balance in the account. Otherwise, LWP will be marked. If it's not genuine, then cancel his/her leave and mark NCNS (No Call No Show) if he/she doesn't report. Monetary deductions will be made from the salary.
Thanks,
Pravin
From India, Delhi
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I think your company employees are about to make this a habit. If this continues, you are going to be in a bad situation because sooner or later, you will be held accountable for their leaves. Therefore, call them to a conference and inform them that you had a meeting with the Managing Director (MD) or CEO. He wants some modifications in the leave policy, and this time he has emphasized that whoever wishes to take leave must submit a written request at least 3 days in advance *ONLY IN WRITING*. Otherwise, it will be considered as Leave Without Pay (LWP). Encourage them to develop this habit, and you will notice the difference. This time, strive to be a different HR professional who is very attentive to company policies.
Regards,
Shreekanth.P.R
From India, Mumbai
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Regards,
Shreekanth.P.R
From India, Mumbai
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Addressing Last-Minute Absence Notifications
Merely having "some policy or some structure" will not restrict this last-minute absence notification. Who gets affected by such last-minute absence notification? More than the concerned HR, it is the seniors heading different departments whose work suffers. Rather than a problem at the individual employee level, it is a reflection of the company's culture. How can it be rectified? Not just through some circulars or notifications. The culture and values of a company flow from top to bottom. Are the seniors setting an example for the juniors and subordinates to emulate?
Some last-minute absence notifications can be genuine, but it cannot be a general practice unless it is the prevalent culture. Do some introspection. Analyze the issue. Try to sensitize the seniors to bring about an awareness of the need for professionalism and seek their support in building an improved work culture.
Warm regards.
From India, Delhi
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Merely having "some policy or some structure" will not restrict this last-minute absence notification. Who gets affected by such last-minute absence notification? More than the concerned HR, it is the seniors heading different departments whose work suffers. Rather than a problem at the individual employee level, it is a reflection of the company's culture. How can it be rectified? Not just through some circulars or notifications. The culture and values of a company flow from top to bottom. Are the seniors setting an example for the juniors and subordinates to emulate?
Some last-minute absence notifications can be genuine, but it cannot be a general practice unless it is the prevalent culture. Do some introspection. Analyze the issue. Try to sensitize the seniors to bring about an awareness of the need for professionalism and seek their support in building an improved work culture.
Warm regards.
From India, Delhi
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There is an attitude problem in almost all the employees of an organization, including the teaching professionals of a college/university. Unless and until the employees realize their responsibilities in the organization, it is very difficult. If you wish to be rigid, again a collapse could take place in the systems. To inculcate the culture, a training program on the systems and procedures will be of use. Even if no change takes place in the attitude of the employees, please circulate an organizational communication intimating the employees that sanction of leave would take place without pay for untimely leave applications. That may improve the employees' behavior. Make it a policy of the organization compulsorily. Sometimes, HR should be adamant also.
From India, Pune
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From India, Pune
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Addressing Last-Minute Absence Notifications
You need to do some research before framing policies, as these can lead to controversies. Try to find out whether all employees in the organization are acting in such a manner. If employees in a particular department are behaving this way, then you need to investigate to determine if there is a boss-subordinate problem, personal issues in the employee's family, etc. If this behavior is widespread, then you should implement a policy stating that employees must personally obtain approval for leave (including leave notification) from their immediate boss only. Leave notification should be submitted by the employee directly without passing on information through colleagues or relatives. In this way, the department head also becomes involved, not just leaving the responsibility to HR to enforce discipline.
Furthermore, if you observe this trend persisting, consider incorporating this aspect into your Performance Measurement System (regarding attitude) and clearly communicate that if such instances become habitual (establish a set number of acceptable occasions in a year), it will impact the employee's increments. Remember, there is no single policy that can guarantee discipline; we need to experiment with various approaches. However, it is crucial not to share information like this yourself, not even once a year, before officially framing the policy.
Regards,
M.V.KANNAN
From India, Madras
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You need to do some research before framing policies, as these can lead to controversies. Try to find out whether all employees in the organization are acting in such a manner. If employees in a particular department are behaving this way, then you need to investigate to determine if there is a boss-subordinate problem, personal issues in the employee's family, etc. If this behavior is widespread, then you should implement a policy stating that employees must personally obtain approval for leave (including leave notification) from their immediate boss only. Leave notification should be submitted by the employee directly without passing on information through colleagues or relatives. In this way, the department head also becomes involved, not just leaving the responsibility to HR to enforce discipline.
Furthermore, if you observe this trend persisting, consider incorporating this aspect into your Performance Measurement System (regarding attitude) and clearly communicate that if such instances become habitual (establish a set number of acceptable occasions in a year), it will impact the employee's increments. Remember, there is no single policy that can guarantee discipline; we need to experiment with various approaches. However, it is crucial not to share information like this yourself, not even once a year, before officially framing the policy.
Regards,
M.V.KANNAN
From India, Madras
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Employee Relations, Discipline and Policy.doc