I am working with the HR Department of a multinational company. I have one employee who has a habit of coming late. After many oral warnings, he is still continuing the same. Can any of you suggest how this employee can be controlled?
Regards,
Arya
From India, Chennai
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1Regards,
Arya
From India, Chennai
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Hi,
You need to establish a criteria for dealing with an employee who is habitually late. First, issue a written warning and assess if the behavior persists. If the issue continues, take the warning seriously and issue another warning. After three warnings, give a final written warning and make it clear that the company reserves the right to terminate the employee if requirements are not met.
Sabeeta Mushtaq
From Pakistan, Islamabad
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You need to establish a criteria for dealing with an employee who is habitually late. First, issue a written warning and assess if the behavior persists. If the issue continues, take the warning seriously and issue another warning. After three warnings, give a final written warning and make it clear that the company reserves the right to terminate the employee if requirements are not met.
Sabeeta Mushtaq
From Pakistan, Islamabad
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Hi,
I am Sukhada. I can suggest that if the said employee is continuing his habit of late coming, then he must be asked about the reasons behind it. If there are valid reasons, efforts must be taken to solve them. If this is not the case, the said employee must be given a written warning and be informed about the possible circumstances of being fined. The said employee must be given a few lectures on time management so that he can understand the usefulness of time.
Thanks.
From India, Pune
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I am Sukhada. I can suggest that if the said employee is continuing his habit of late coming, then he must be asked about the reasons behind it. If there are valid reasons, efforts must be taken to solve them. If this is not the case, the said employee must be given a written warning and be informed about the possible circumstances of being fined. The said employee must be given a few lectures on time management so that he can understand the usefulness of time.
Thanks.
From India, Pune
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Arya,
With due regards, since your organization claims to be a MNC, then the answer is "arriving late/leaving early is not an issue."
Unscheduled leaves affect business targets. This is a sound business practice as per MBNQA and in use by the top 200 companies.
Surya
From India, Delhi
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With due regards, since your organization claims to be a MNC, then the answer is "arriving late/leaving early is not an issue."
Unscheduled leaves affect business targets. This is a sound business practice as per MBNQA and in use by the top 200 companies.
Surya
From India, Delhi
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1) Speak to your higher authority to change that person's time and make sure that he completes the hours of working.
2) Give that person a written memo, stating that after several oral warnings.
3) If you have a punching machine for time records, show that person his time and make sure you have enough records for 3 months.
Ensure there is a single line break between paragraphs.
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2) Give that person a written memo, stating that after several oral warnings.
3) If you have a punching machine for time records, show that person his time and make sure you have enough records for 3 months.
Ensure there is a single line break between paragraphs.
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We have an Internal Memo in our office:
To: (NAME AND/OR DEPARTMENT)
From: (NAME AND/OR DEPARTMENT)
Subject: (SUBJECT TOPIC)
Date: (APPROPRIATE DATE)
This memo is to remind all employees that the customary working hours within our firm are (HOURS). We expect that all workers will be punctual in their arrival in the morning and will not leave early at the end of the day.
Unless you have made prior alternate arrangements for your business day, please adhere closely to the above-stated time guidelines. It is very important that all employees be aware of and follow the company's hours.
Habitual tardiness or early departure does negatively affect your personal review. Statements regarding your working hours can either be positive and lead to an increase in your salary at review time, or negative and lead to no raise or even to disciplinary action.
We regret having to issue this reminder. We sincerely hope that no such additional reminders are needed in the future.
Signed (HR or MANAGEMENT)
From China, Shanghai
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To: (NAME AND/OR DEPARTMENT)
From: (NAME AND/OR DEPARTMENT)
Subject: (SUBJECT TOPIC)
Date: (APPROPRIATE DATE)
This memo is to remind all employees that the customary working hours within our firm are (HOURS). We expect that all workers will be punctual in their arrival in the morning and will not leave early at the end of the day.
Unless you have made prior alternate arrangements for your business day, please adhere closely to the above-stated time guidelines. It is very important that all employees be aware of and follow the company's hours.
Habitual tardiness or early departure does negatively affect your personal review. Statements regarding your working hours can either be positive and lead to an increase in your salary at review time, or negative and lead to no raise or even to disciplinary action.
We regret having to issue this reminder. We sincerely hope that no such additional reminders are needed in the future.
Signed (HR or MANAGEMENT)
From China, Shanghai
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Hi, I am Col J.R. Vatsa (Retd). It is unfortunate that the concerned employee is a habitual latecomer. First of all, please try to talk to him and find out the reasons for his habitual lateness. Even if the reasons for delayed reporting are convincing, you need to impress upon him the necessity of reporting on time for the sake of discipline and corporate culture. Such practices can have adverse repercussions on others. In case the employee improves his punctuality, that's good. If he continues with the same habit, then give him three written warnings and thereafter initiate disciplinary action, including the provision for imposing financial penalties, which is likely to have the most impact on him. Hopefully, wisdom will prevail, and he will become punctual. Thank you. Col J.R. Vatsa (Retd)
From India, Delhi
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From India, Delhi
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Whether you can raise this matter depends on whether or not you had promised him flexi-hours, as some companies do.
If you have, it must be checked whether the employee is both late in coming and early in leaving. If that is the case, chances are that his work suffers. If work suffers, it is his manager's prerogative to insist on him following a particular, rough timing so that his work will not be affected. He can be shown in a gentle and persuasive way that his sloppy work and erratic timings can affect his growth in terms of responsibility and remuneration.
Three memos, disciplinary warnings, and a dismissal letter would have worked in 1975 and in 1985, but with a crunch for good quality, skilled resources these days, you wouldn't want to risk losing the loyalty of an otherwise good employee who is just a habitual latecomer.
Remember, for good candidates, jobs are not difficult to find. They can easily move to the next company with better perks and benefits (perhaps even real flexi-hours)!
From India
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If you have, it must be checked whether the employee is both late in coming and early in leaving. If that is the case, chances are that his work suffers. If work suffers, it is his manager's prerogative to insist on him following a particular, rough timing so that his work will not be affected. He can be shown in a gentle and persuasive way that his sloppy work and erratic timings can affect his growth in terms of responsibility and remuneration.
Three memos, disciplinary warnings, and a dismissal letter would have worked in 1975 and in 1985, but with a crunch for good quality, skilled resources these days, you wouldn't want to risk losing the loyalty of an otherwise good employee who is just a habitual latecomer.
Remember, for good candidates, jobs are not difficult to find. They can easily move to the next company with better perks and benefits (perhaps even real flexi-hours)!
From India
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Hi,
As suggested by Surya, late coming is not really an issue in MNCs, which normally have flexible timings. So there could be people who are comfortable coming in a little later in the day and staying back to make up for the time lost.
The most important factor here is: does the late coming affect work adversely? If it does not and the person continues to be a good performer despite coming late, then I don't think there should be a problem.
However, if the late coming is affecting work due to the person not spending enough time at the office or the person not being available for important meetings, then it is definitely an issue to be tackled.
In either case, it is good to have a company policy in this regard. For example, if your company follows a flexi-time approach, then mention the time band allowable and the minimum number of hours that need to be clocked to be counted as a full working day. If the company does not permit flexi-time, then mention the time by which employees are expected to be in the office. A couple of times of late coming can be overlooked; however, beyond that, each day of late coming would be considered as an unapproved half-day leave, and that would be deducted from the person's salary as loss of pay.
However, this kind of policy should be used with caution, especially in instances where people do have a genuine reason for being late. So use it judiciously; it will work.
Regards,
Rosy
From India, Bangalore
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As suggested by Surya, late coming is not really an issue in MNCs, which normally have flexible timings. So there could be people who are comfortable coming in a little later in the day and staying back to make up for the time lost.
The most important factor here is: does the late coming affect work adversely? If it does not and the person continues to be a good performer despite coming late, then I don't think there should be a problem.
However, if the late coming is affecting work due to the person not spending enough time at the office or the person not being available for important meetings, then it is definitely an issue to be tackled.
In either case, it is good to have a company policy in this regard. For example, if your company follows a flexi-time approach, then mention the time band allowable and the minimum number of hours that need to be clocked to be counted as a full working day. If the company does not permit flexi-time, then mention the time by which employees are expected to be in the office. A couple of times of late coming can be overlooked; however, beyond that, each day of late coming would be considered as an unapproved half-day leave, and that would be deducted from the person's salary as loss of pay.
However, this kind of policy should be used with caution, especially in instances where people do have a genuine reason for being late. So use it judiciously; it will work.
Regards,
Rosy
From India, Bangalore
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Are we living in the industrial age or the internet age? You and your company have to arrive at a consensus.
This is the era of flexi timings, work from home, part-timers, consultants—all willing to strike a balance in life. Talented people know this and set their own set of rules.
Decide whether you need that employee or that employee needs the company. You can find another one conforming to your place. One gets what one deserves.
From India, New Delhi
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This is the era of flexi timings, work from home, part-timers, consultants—all willing to strike a balance in life. Talented people know this and set their own set of rules.
Decide whether you need that employee or that employee needs the company. You can find another one conforming to your place. One gets what one deserves.
From India, New Delhi
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Hi,
According to my view, it is advisable to discuss the issue with the person personally. If he has valid reasons for being late, try to resolve the matter. If not, you may need to impose a heavy workload on him and simply ask him to submit the report before the specified time. Emphasize the importance of timeliness. While you may not be able to address this daily, you can monitor the situation until the issue is resolved.
Feel free to follow up as needed for the recovery process.
Thank you.
From India, Hyderabad
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According to my view, it is advisable to discuss the issue with the person personally. If he has valid reasons for being late, try to resolve the matter. If not, you may need to impose a heavy workload on him and simply ask him to submit the report before the specified time. Emphasize the importance of timeliness. While you may not be able to address this daily, you can monitor the situation until the issue is resolved.
Feel free to follow up as needed for the recovery process.
Thank you.
From India, Hyderabad
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Hi Arya,
As Sukhada very rightly quoted, we are HR professionals, and we need to see the human aspect of a resource.
Arya, I have a question for you. Did you notice this resource coming late from day one he joined the company or just started recently? Did you happen to talk to him to find out the reason for his tardiness? Did you notice his reply or reactions to the warning? All these must be cited first before you take any action.
Also, there is another angle to see through this problem. If this resource is making a quality contribution to the company, then I think you should leave it as it is as long as the productivity doesn't suffer. Otherwise, if the company policy dictates no flexible hours, then you must try to make him understand that this would have a retrospective effect on other coworkers and the company in turn.
So, all the best Arya!
From India, Mumbai
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As Sukhada very rightly quoted, we are HR professionals, and we need to see the human aspect of a resource.
Arya, I have a question for you. Did you notice this resource coming late from day one he joined the company or just started recently? Did you happen to talk to him to find out the reason for his tardiness? Did you notice his reply or reactions to the warning? All these must be cited first before you take any action.
Also, there is another angle to see through this problem. If this resource is making a quality contribution to the company, then I think you should leave it as it is as long as the productivity doesn't suffer. Otherwise, if the company policy dictates no flexible hours, then you must try to make him understand that this would have a retrospective effect on other coworkers and the company in turn.
So, all the best Arya!
From India, Mumbai
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Hi,
I have some suggestions for you. If you have an attendance register system:
1) Make the employee in charge/responsible for maintaining the attendance register.
OR
2) Instruct that whoever comes late must sign the register in front of the reporting authority.
OR
3) If a person arrives late, mark it in red, and consider providing a small motivational monetary reward to those without any red marks.
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I have some suggestions for you. If you have an attendance register system:
1) Make the employee in charge/responsible for maintaining the attendance register.
OR
2) Instruct that whoever comes late must sign the register in front of the reporting authority.
OR
3) If a person arrives late, mark it in red, and consider providing a small motivational monetary reward to those without any red marks.
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Hi Arya,
As simple as this: circulate a permission policy to all stating that 1-hour permission for 2 occasions in a month is allowed. Any late coming beyond this will result in a deduction of half a day's salary.
Hope this works?
Priya Maran
From India, Madras
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As simple as this: circulate a permission policy to all stating that 1-hour permission for 2 occasions in a month is allowed. Any late coming beyond this will result in a deduction of half a day's salary.
Hope this works?
Priya Maran
From India, Madras
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Hi,
With my personal experience, if we want to control people coming late to the office, it definitely creates unnecessary hurdles in day-to-day job. Also, we cannot insist that people sit late in the office. In today's business, it is mandatory to stay late and complete work to deliver projects on time.
The only way to avoid this is if all Senior Management should come to the office on time. This way, all other staff will also get accustomed to coming to the office on time. If we can build this culture, automatically all the staff will try to arrive on time.
Murali.
From India, Hyderabad
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With my personal experience, if we want to control people coming late to the office, it definitely creates unnecessary hurdles in day-to-day job. Also, we cannot insist that people sit late in the office. In today's business, it is mandatory to stay late and complete work to deliver projects on time.
The only way to avoid this is if all Senior Management should come to the office on time. This way, all other staff will also get accustomed to coming to the office on time. If we can build this culture, automatically all the staff will try to arrive on time.
Murali.
From India, Hyderabad
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Dear Sandeep Bakshi,
You can start a late marking method under which a person coming late after the grace period will be marked late (a circle is placed in the signature column). If reporting time is 9:30, give him 10 minutes grace, and after that, late marking will happen.
In a given month, 3 late comings are allowed, and a 4th late will result in a 1/2 day salary deduction, and likewise on the 8th, a full-day leave and henceforth. The day a person knows he is losing money, he will get back to normal mode.
Regards, Sandeep Bakshi
From India, Delhi
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You can start a late marking method under which a person coming late after the grace period will be marked late (a circle is placed in the signature column). If reporting time is 9:30, give him 10 minutes grace, and after that, late marking will happen.
In a given month, 3 late comings are allowed, and a 4th late will result in a 1/2 day salary deduction, and likewise on the 8th, a full-day leave and henceforth. The day a person knows he is losing money, he will get back to normal mode.
Regards, Sandeep Bakshi
From India, Delhi
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First of all, try to learn the exact reason behind habitual late coming. Instead of giving a warning, please talk to him personally and try to find the reasons. This might be because of:
1. Personal/family problems
2. Lack of motivation
3. Monotonous nature of the job
4. Lack of proper transportation facility
Also, what sort of attendance system are you following in your company? Is it automated or still using registers to monitor attendance?
Additionally, please track his performance (check with his manager) and find out whether this has affected his output. If not, I would say don't take this as so serious, and you can talk to him personally to resolve the issue.
Please share your experience...
From India, Bangalore
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1. Personal/family problems
2. Lack of motivation
3. Monotonous nature of the job
4. Lack of proper transportation facility
Also, what sort of attendance system are you following in your company? Is it automated or still using registers to monitor attendance?
Additionally, please track his performance (check with his manager) and find out whether this has affected his output. If not, I would say don't take this as so serious, and you can talk to him personally to resolve the issue.
Please share your experience...
From India, Bangalore
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If you have made several verbal warnings to the person, I think it is time for you to send him a memo. For that, you should set up a policy on the memo. Many organizations have a policy that if an employee receives three memos during his/her tenure, it can lead to termination.
But first, as an HR professional, try to find out the reason for his late attendance. From what you have mentioned, I feel that this is a recent trend that has started with the employee. Maybe he has a genuine reason for coming in late that you may be overlooking.
Ralston.
[Website: www.ralstonraz.com]
From India, Mumbai
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But first, as an HR professional, try to find out the reason for his late attendance. From what you have mentioned, I feel that this is a recent trend that has started with the employee. Maybe he has a genuine reason for coming in late that you may be overlooking.
Ralston.
[Website: www.ralstonraz.com]
From India, Mumbai
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Dear All,
If all the above-mentioned suggestions didn't work, then simply give him an email stating that further late coming would not be tolerated and mark the mail 'cc' to your HOD as well as his HOD. This way, during performance appraisals and other activities, you have a backup maintained.
Please revert for any clarification.
Thanks & Regards,
Zeeshan Attari.
From India, Mumbai
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If all the above-mentioned suggestions didn't work, then simply give him an email stating that further late coming would not be tolerated and mark the mail 'cc' to your HOD as well as his HOD. This way, during performance appraisals and other activities, you have a backup maintained.
Please revert for any clarification.
Thanks & Regards,
Zeeshan Attari.
From India, Mumbai
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Hi Arya,
I am Ashok. Regarding your problem of an employee habitually coming in late, I suggest that you first issue a written warning for tardiness. If there is no improvement after this, proceed to issue a show-cause notice and request an explanation from the employee. If the explanation provided is unsatisfactory, conduct an inquiry following the proper disciplinary procedures.
Regards,
Ashok
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I am Ashok. Regarding your problem of an employee habitually coming in late, I suggest that you first issue a written warning for tardiness. If there is no improvement after this, proceed to issue a show-cause notice and request an explanation from the employee. If the explanation provided is unsatisfactory, conduct an inquiry following the proper disciplinary procedures.
Regards,
Ashok
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Hi,
First, don't criticize him/her for being late. Change your behavior. Be a good friend and then ask him the real reason for his tardiness. He might not be happy with the management and something else could be on his mind which he feels is not good within the organization, and he might think that he does not like it at all.
Firstly, give a warning, then deduct half a day's pay. If the issue persists, deduct a full day's pay. If it continues, then consider terminating his employment.
Regards,
Jitu
From India, Chennai
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First, don't criticize him/her for being late. Change your behavior. Be a good friend and then ask him the real reason for his tardiness. He might not be happy with the management and something else could be on his mind which he feels is not good within the organization, and he might think that he does not like it at all.
Firstly, give a warning, then deduct half a day's pay. If the issue persists, deduct a full day's pay. If it continues, then consider terminating his employment.
Regards,
Jitu
From India, Chennai
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HI, EXPLAIN HIM ABOUT TIME MANAGEMENT,HOW IT WILL EFFECT ON HIS PERFORMENCE.AFTER THAT ALSO IF HE IS LIKE THAT THEN TAKE ACTION ON HIM. REGARDS, PRAMI :idea:
From India, Hyderabad
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From India, Hyderabad
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Hi all,
Does working longer hours mean you are more dedicated? I beg to differ. Why should you sit and stare at the computer just because it's 5:30 pm and the office gets over at 6:00 pm? Why do companies follow such meaningless rules? I believe in having set working hours, but employees should be given a certain amount of flexibility. They are here to work for the company, not to cheat it.
Why can't we trust people more often? You should deliver at the end of the day. Isn't there something called work-life balance? Put in the required hours fixed by the company and finish work within that time!
Regards,
Kaveri
From India, Delhi
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Does working longer hours mean you are more dedicated? I beg to differ. Why should you sit and stare at the computer just because it's 5:30 pm and the office gets over at 6:00 pm? Why do companies follow such meaningless rules? I believe in having set working hours, but employees should be given a certain amount of flexibility. They are here to work for the company, not to cheat it.
Why can't we trust people more often? You should deliver at the end of the day. Isn't there something called work-life balance? Put in the required hours fixed by the company and finish work within that time!
Regards,
Kaveri
From India, Delhi
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Hi,
I read your concern over an employee coming late to the office. Apart from the suggestions given by all the CiteHR members, I would like to know from you, what can the employee ask for in case he is coming on time daily and leaving the office late, due to business commitments. Think over it.
Is the employee in question critical to your business? Does his moving out affect the organization in any way? Can counseling be of any help? Have you ever tried rewarding a person who comes to the office on time?
Now some suggestions:
Well, have a practice of daily morning briefing meetings 15 minutes past the reporting time. This would make all employees come on time to avoid missing the brief.
Keep a Latecomer register, make all the latecomers sign in without fail. Talk to defaulters. They may have some genuine issues. If yes, try helping them out with it.
Have a notice put up on the notice board on the list of people who come on time to the office. Introduce rewards, some kind of appreciation to people who follow rules.
Look at disciplinary action as the last resort. Taking disciplinary action will make you another department, the success of HR lies in empathizing with the employees, understanding their issues, and clearing the roadblocks.
Remember - Rules are for fools, guidance for the wise.
It's for you to decide which category do your employees fall in.
Regards,
Avi
From India, Bangalore
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I read your concern over an employee coming late to the office. Apart from the suggestions given by all the CiteHR members, I would like to know from you, what can the employee ask for in case he is coming on time daily and leaving the office late, due to business commitments. Think over it.
Is the employee in question critical to your business? Does his moving out affect the organization in any way? Can counseling be of any help? Have you ever tried rewarding a person who comes to the office on time?
Now some suggestions:
Well, have a practice of daily morning briefing meetings 15 minutes past the reporting time. This would make all employees come on time to avoid missing the brief.
Keep a Latecomer register, make all the latecomers sign in without fail. Talk to defaulters. They may have some genuine issues. If yes, try helping them out with it.
Have a notice put up on the notice board on the list of people who come on time to the office. Introduce rewards, some kind of appreciation to people who follow rules.
Look at disciplinary action as the last resort. Taking disciplinary action will make you another department, the success of HR lies in empathizing with the employees, understanding their issues, and clearing the roadblocks.
Remember - Rules are for fools, guidance for the wise.
It's for you to decide which category do your employees fall in.
Regards,
Avi
From India, Bangalore
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Hi,
I am also working with an MNC, and in our organization, we have flexible timings. I would suggest speaking to him personally to find out the issue. Drop him an email with a CC to his immediate manager. He might be technically very good, but at the same time, he/she needs to understand if the company has certain protocols that everybody should follow.
Regards,
Anjum
From India, Mumbai
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I am also working with an MNC, and in our organization, we have flexible timings. I would suggest speaking to him personally to find out the issue. Drop him an email with a CC to his immediate manager. He might be technically very good, but at the same time, he/she needs to understand if the company has certain protocols that everybody should follow.
Regards,
Anjum
From India, Mumbai
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Hi,
Despite giving oral and written warnings, if the employee does not listen, then simply make them lose a day's pay. This way, the employee will understand the seriousness of their actions.
Implement what I said, and you will definitely see positive results.
Goodbye.
From India, Mumbai
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Despite giving oral and written warnings, if the employee does not listen, then simply make them lose a day's pay. This way, the employee will understand the seriousness of their actions.
Implement what I said, and you will definitely see positive results.
Goodbye.
From India, Mumbai
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Hi Arya!
This is a chronic behavioral problem with this employee. More than any disciplinary action or any other HR intervention, what it needs is to sit down with this employee and ask indirect questions with a point of view of probing into his personal life, upbringing, past, and current socio-economic and cultural background! It may give you some idea or hint as to what specific reason is causing him/her to be in the habit of arriving late. Then accordingly, he/she can be counseled through various methods, which would be simple and practical ways to overcome these or any other behavioral problems.
In my opinion, no amount of administrative pressure or threat of being fired or any other fear would work as a solution with this type of person. So, please try this other alternative but more effective method as well! Do let me know your feedback on this matter!
Regards,
Guria
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This is a chronic behavioral problem with this employee. More than any disciplinary action or any other HR intervention, what it needs is to sit down with this employee and ask indirect questions with a point of view of probing into his personal life, upbringing, past, and current socio-economic and cultural background! It may give you some idea or hint as to what specific reason is causing him/her to be in the habit of arriving late. Then accordingly, he/she can be counseled through various methods, which would be simple and practical ways to overcome these or any other behavioral problems.
In my opinion, no amount of administrative pressure or threat of being fired or any other fear would work as a solution with this type of person. So, please try this other alternative but more effective method as well! Do let me know your feedback on this matter!
Regards,
Guria
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HI This can be control through a cordination. try to understand that why he is coming late. Give him written warning. It keeps more worth rather than oral warning
From India, Delhi
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From India, Delhi
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Dear Arya,
How can you assume that he is a habitual latecomer? What criteria have you set in place? Legally speaking, if one consistently arrives late for at least 6 months, then they may be considered a habitual latecomer. Less than this duration may not warrant the label of habitual lateness.
Fareeduddin
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How can you assume that he is a habitual latecomer? What criteria have you set in place? Legally speaking, if one consistently arrives late for at least 6 months, then they may be considered a habitual latecomer. Less than this duration may not warrant the label of habitual lateness.
Fareeduddin
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The decision should be taken by keeping the work culture/philosophy of your organization in mind. Culture may differ across industries.
As an MNC, it should have some HR policies regarding working hours, permissions, and absenteeism. Follow those rules while dealing with employees.
Alternatively, warn/fine as per the guidance of other citehr members.
Talk with the immediate supervisor of the employee. Ask him to promote punctuality among his subordinates.
From India, Madras
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As an MNC, it should have some HR policies regarding working hours, permissions, and absenteeism. Follow those rules while dealing with employees.
Alternatively, warn/fine as per the guidance of other citehr members.
Talk with the immediate supervisor of the employee. Ask him to promote punctuality among his subordinates.
From India, Madras
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Hi,
§
Keep monitoring attendance. Tell the employee when she improves, and when she slips, remind her of the potential consequences for continued attendance problems.
§Late coming of employees requires a strategic planning which comprise of punishments like loss of pay, denying employment for first half of the shift, and also reward for the punctual people.
From India
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§
Keep monitoring attendance. Tell the employee when she improves, and when she slips, remind her of the potential consequences for continued attendance problems.
§Late coming of employees requires a strategic planning which comprise of punishments like loss of pay, denying employment for first half of the shift, and also reward for the punctual people.
From India
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There will always be a case wherein we will encounter employees who are always late. What I suggest is to have all documentations ready and present it to the person during coaching or feedback sessions. Even if the person is good on other metrics, he still needs to understand it is important to also improve on his attendance by:
1. Providing feedback or scenarios
2. The cause and effect of having to go to work late
3. How important he is to his team and the company
4. Let them come up with a solution (or provide suggestions) and create an action plan that they will follow.
Tell him that you will both monitor his progress and set a timeline where you will check if there is an improvement.
From Philippines, Dasmariñas
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1. Providing feedback or scenarios
2. The cause and effect of having to go to work late
3. How important he is to his team and the company
4. Let them come up with a solution (or provide suggestions) and create an action plan that they will follow.
Tell him that you will both monitor his progress and set a timeline where you will check if there is an improvement.
From Philippines, Dasmariñas
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LATE COMING.doc