Calling Up Attendance Case Study Answers

Eye on attendance � An Employee Relations case study

�Well, look there, Robin decided to come in today only five minutes late, instead of 10,� Beverly whispers to Anna as Robin rushes in at 8:05 a.m. �Maybe I should sleep in more often. Chris doesn�t seem to care if she�s late all the time. This has been going on for six months and he�s done nothing about it.� Anna, tired of hearing Beverly complain about her friend Robin, decides to bring the issue up to their supervisor, Chris.

�Since my office is not in direct view of her area, I�ve only noticed Robin coming in late once or twice,� Chris responds to Anna. �I can�t address this issue with her based on hearsay that she�s late every day.� Chris agrees to pay more attention to Robin�s tardiness. He recalls that her job performance has been satisfactory, so this appears to be the only issue of concern at this time.

Over the next week, Chris notices that Robin is between five and 15 minutes late on four out of five days. He is shocked that this has been happening without him noticing. On Friday, Robin rushes in at 8:10 a.m. Chris immediately calls her into his office (in front of Anna and Beverly) and tells her that this has to stop � if she is late for work one more time, she will be terminated. Robin leaves Chris�s office in tears, speechless. Alone in his office, Chris ponders the brief, uncomfortable interaction that just took place. He decides to call the Employee Relations consultant for his area.

Following a conversation with his department�s ER consultant, Chris decides to acknowledge his poor handling of the interaction with Robin and arranges a time early the next week to meet with her privately. At the meeting, he states that although their previous conversation did not go so well, he is concerned about her tardiness and needs to address it more professionally. He describes what he has observed and explains how his observations supported information he received from others regarding her tardiness. Chris asks Robin for her perspective and then just listens. Robin describes problems with her daycare provider and personal issues she was facing recently with a divorce. She says she feels overwhelmed just to get up in the morning, and making it to work on time is becoming more and more difficult.

Chris empathizes with Robin�s life concerns, but refocuses the conversation on the need for her to be to work on time and the problems it causes when she is late � others needing to cover her phone, division among the staff, and reduced morale in the work area. Chris states he expects Robin to be at work at 8 a.m. every day, and he will review her attendance in two weeks. If her prompt attendance is satisfactory, he will review again in 30 days. He understands that all staff may have reasonable cause to be a few minutes late on rare occasions, and he tells Robin she may discuss any special circumstances with him directly. Chris then offers the Employee Assistance Program to help Robin work through her personal issues and refers her to WorkLife Programs for child care resources. Chris follows up this meeting in writing.

Key points

Manage by walking around � be present and observant of your employees� behaviors. Address unacceptable behavior promptly.

Hearsay that supports directly observed behavior may be used in the context of discussing a problem at hand. Hearsay by itself may be weak evidence, but may be used as a starting point in discussion, e.g., �I�ve heard this has been happening. I don�t know firsthand, but if it is going on, it needs to stop."

Set private meeting times to discuss performance issues with an employee.

Listen to what your employee has to say. The cause of the performance problem may be very different than what you expected.

Maintain focus on the situation, issue, or behavior that is of concern.

Set a timeline for improvement, and stick to it.

Provide resources for your employee, such as the Employee Assistance Program and WorkLife Programs.

Call your Employee Relations consultant early on to discuss strategy in addressing troublesome situations. Don�t know who your ER consultant is? Call 49-41679 or find the information on our Web site.

- Kathy Peters
Employee Relations

Poor Gloria. She had a horrible case of the flu and spent Friday and Monday in bed – or so she said when she called in sick. But, not according to her coworker John, who says he saw pictures on Facebook of Gloria with a group of women on Friday celebrating and preparing for a friend’s wedding.

What is an employer to do?

The most important thing is to not jump to conclusions. Gather the facts – not rumors or sneaky suspicions.

Start with your time-keeping records

Your time management report can show patterns of absenteeism. Does Gloria tend to take sick leave on Fridays, Mondays or days surrounding holidays?

If this is a pattern of behavior, it definitely needs to be addressed. But, even if it is a one-time occurrence, you still need to talk to the employee.

What does your absenteeism policy say?

Has Gloria followed notification procedures? Well-written policies will require employees to call their supervisor by a certain time of day. The policy should be clear about with whom, when and how to make contact. Is a text or email acceptable? Or does it have to be a phone call and speaking directly to the supervisor?

This policy also can include when or if a doctor’s note is required. Because the Family and Medical Leave Act (FMLA) requires a doctor’s note after three consecutive days, many companies use the three-day guideline for sick days.

Check your paid time off policy

Has Gloria exhausted all of her paid time off and is looking for a way to attend her friend’s bachelorette party? Companies with PTO policies that separate sick time from vacation time may encourage the use of paid sick time when employees aren’t sick. There is a perception that they are “due” those days. If the policy allows 10 days, they expect to get 10 days, no matter what.

On the other hand, a general PTO policy that encompasses both sick time and vacation time rewards employees who don’t have frequent illnesses and discourages people from taking sick days off when they’re not sick.

However, you need to know your city and state laws governing paid sick time. Some cities have sick-leave requirements, where companies must provide a certain number of days of paid sick leave. Some states, such as California, allow employees to use half of their paid sick leave to care for a spouse, domestic partner, child or child of domestic partner. Other states say you must allow time to care for a sick child or even time to take your well child to a doctor for routine care such as vaccines. These requirements go beyond what the federal FMLA provides.

Take a look at the employee’s history

Have they been dishonest in other areas? Do they have other performance problems? Or is this the first time you’ve had to reprimand them? How you handle it will depend on your company’s discipline policy.

Review your company’s progressive discipline policy

This outlines how your organization handles these situations and the progression of discipline, typically starting with a verbal warning, moving on to a written warning, possibly to suspension and then termination. This should be part of your company handbook and is meant to give guidelines and help you be consistent.

It’s time for a chat

Part of gathering facts includes talking to the employee. You have to address the issue. By ignoring it, you are condoning the behavior. It also can impact team morale, work performance and productivity.

Other workers may see it as affecting how much work they have to absorb when someone is out or that they see the employee as “getting away” with not following company policy. Habitual absences may cause a company to fall below its production or performance goals. Share how an absence affects these pieces of the business.

Let the employee know you’ve noticed the absences. This is an opportunity to set attendance expectations. But, it also gives you a chance to ask questions.

“Is there anything I need to know about? Anything you need from me?” You can ask if they expect this to be an ongoing issue.

Maybe you’re not aware of an underlying condition. Maybe the employee needs a schedule adjustment or accommodation based on the Americans with Disabilities Act. Don’t assume you know all the facts until you have talked with the employee.

In Gloria’s case, it might be awkward, but the conversation has to happen. Your opening line might be: “I want you to know that someone saw pictures on Facebook of you out with friends on Friday. You called in sick. What can you tell me about this?”

Explain the impact on the rest of the team: “Not being here affects the team in these ways ….”

If this is a one-time issue, it will likely end with a verbal counseling session, with the manager making note of the discussion. If it’s an ongoing issue, it may advance to a written warning. The key is to have a progressive discipline policy in place and be consistent.

Feeling overwhelmed? Become a more effective leader and develop a stronger company culture with the help of our free e-book, A practical guide to managing difficult employees.

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