Managing for AttendanceÂ
Only when the employees will minimize their opportunities to skip their work place, the firm will be able to achieve the excellent performance optimization expected of them. Such an absence of staff has always concerned the employers as they have invested on the staff and such a measure might not lead to profitable results. And thus, employers take leads on measure which are punitive and disciplinary to reduce such absence of staff in the firm. And henceforth, recently the focus on the UK market has been moved to a creative measure on how promote better attendance in the firm and how to sustain long term employment rehabilitation of the staff. In 2001, a survey was conducted by IRS which titled absence of the staff as a second priority for the HR managers to work upon from top 10 priorities on the firm.
And thus, organization introduced set of policies and rules to be followed by the employee when they sign their employment contract. The terms differ for each role and type of absence by the employee. If the employee ask for short-term absence, they might have to bear the consequences on their monthly pay which might deduct the per day figure for days the employee does not show up to work.
In case the short-term absence is due to health issues, the organizations accept the absence only under the presence of medical report which must be authorized by the HR admin team. It is important for an employee to engage with their employee or line manager if they are cannot come to the office on urgent basis. If failed to do so, there can be strict actions taken against the employee. If the employee is sustained to repeat the same pattern over a period of time, they might take the warning seriously, as the organization starts realizing their common pattern. Under such a scenario, employers are bound to take serious actions against the employee as their absence affects the entire department and other employees linked with their responsibilities.
Considering long-term absence, the case is pretty challenging and tough as compared to that of short-term absence. Depending on the current position of the employee in the organization and their previous records of employment and how greatly their existence maters to the company, both the parties settle for tan agreement which allows the employee for a long –term absence under the restricted policies. The major cause behind long-term absence is generally served by the medical history and issues faced by the employee. If the employee is titled under high grading job in the organization, they are offered compensation on medical bills and procedures to make sure that their absence is missed in the firm.
But under the long-term absence, it is highly essential for the employee to retain their position as promised; otherwise serious actions are pertained against them. And thus, being in regular conversation is what is really expected of them.
Be it short-term or long-term absence, organizations have to bear the cost of absence and thus restrict their leverage to certain set of employees. The employment agreement includes the set of key points and action that a company might take under the consideration absence of an employee in the firm. This is one of the serious concerns by the employer and must be regulated under strict policies.
Links of Previous Main Topic:-
- Organisational performance
- Individual performance management
- Team performance
- Introduction leadership and motivation
- Managing absence and attendance
- The national context
Links of Next HR Management Topics:-
- Absence review and trigger points
- Absence targets and benchmarking
- Training and support for line managers
- Absence notification procedures
- Better understanding of the cause of absence
- Ongoing contact during absence
- Return of work interviews and formal absence reviews
- Use of disciplinary procedures
- Absence levels performance assessments
- Attendance bonus and rewards
- Occupational health support and health promotion
- Changes to work and work organization
- Practical support summary propositions and general discussion topics
- Interactive skill 3 appraisal interviewing
- Strategic aspects of development
- Context competence competencies
