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Attendance policy proposal

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Attendance policy proposal

  1. 1. 1 Attendance Policy Proposal Attendance Policy Proposal Julia Bueno Labor and Employees Relation
  2. 2. 2 Attendance Policy Proposal Table of Contents Chapter 1 Why we need the policy Pages 3-4 Chapter 2 Cost of Absenteeism Page 5 Chapter 3 Developing an Absence Policy Page 6-7 Bibliography Page 8 Appendix-Attendance Policy Pages 9-11
  3. 3. 3 Attendance Policy Proposal Chapter 1 Attendance is usually the top priority when it comes to an employee's performance. It usually has a higher weight compared to other metrics such as productivity and quality The best trait an employee could probably have in any company is their dependability and the main factor in being dependable is attendance. It's pretty simple as the question, "How can a company depend on someone who isn't at work?" A lot of managers would probably say that they'd rather have someone who is performing average and who is always present at work than someone who really excels at what he/she does but is absent every week. Unscheduled absences are costly to business. Written policies can give employers added legal protection from employees who have been fired or disciplined for excessive absenteeism provided that those policies explicitly state the allowable number of absences, the consequences of excessive absenteeism, and other relevant aspects of the policy. Another important thing to remember about attendance is the importance of learning. There could be lots of updates that are going on especially if your line of business is fast-paced. If an employee isn't constantly at work, he/she may not be able to catch up with updates and it could very well affect the quality of his/her work Probably one of the most important implications of having good attendance record is the company's revenue. Businesses create staffing plans to meet important operations needs, and each worker fills a critical role. Attendance affects the company’s bottom line, reflected in the costs to hire temporary workers to fill in for absent employees and the cost to replace and retrain fired
  4. 4. 4 Attendance Policy Proposal employees. Poor attendance can result in ineffectiveness, loss of productivity and loss of customers or clients, all of which affect company earnings and profits. A worker who fails to understand the effect of poor attendance on his workplace also may lack other work ethics. Work ethics interconnect to create the ebb and flow necessary for a well-functioning workplace. Character requires dependability, reliability, responsibility and discipline. The chronically absent or tardy cannot practice good teamwork, which requires coordination to achieve common goals. Poor attendance appears to others as a lack of cooperation and respect Attendance is really important and you can see how dedicated an employee is. If he/she is absent regularly and for no apparent reason, maybe he/she isn't motivated to work anymore. There for Human Resources Representative and Human Resources Manager will work together to establish a formal written policy that mesh with state and federal laws to take effect January 1st 2015.
  5. 5. 5 Attendance Policy Proposal Chapter 2 COSTS OF ABSENTEEISM Unscheduled absences are costly to business. According to the U.S. Department of Labor, companies lose approximately 2.8 million workdays a year because of employee injuries and illnesses. The inability to plan for these unexpected absences means that companies hire last minute temporary workers, or pay overtime to their regular workers, to cover labor shortfalls; they may also maintain a higher staffing level regularly in anticipation of absences. Small businesses are, of course, not immune to such "expenses." There are obvious costs associated with an absent employee, including consequences difficult to measure.  Lost productivity of the absent employee  Overtime for other employees to fill in  Decreased overall productivity of those employees  Costs incurred to secure temporary help  Possible loss of business or dissatisfied customers  Problems with employee morale The costs associated with absenteeism can be controlled. While scheduled time off for vacations and illnesses is an inevitable cost of doing business, managing things in such a way as to discourage excessive absenteeism is well worth the effort.
  6. 6. 6 Attendance Policy Proposal Chapter 3 DEVELOPING AN ABSENCE POLICY Changes in company culture and policy have been cited as effective in reducing absenteeism. Establishing formal written policies that mesh with state and federal laws will help prevent lawsuits. Written policies can give employers added legal protection from employees who have been fired or disciplined for excessive absenteeism provided that those policies explicitly state the allowable number of absences, the consequences of excessive absenteeism, and other relevant aspects of the policy. A formal, detailed policy that addresses absences, tardiness, failure to call in, and leaving early can serve to prevent misconceptions about acceptable behavior, inconsistent discipline, complaints of favoritism, morale problems, and charges of illegal discrimination. General statements that excessive absenteeism will be a cause for discipline may be insufficient and may lead to problems. The advantages of developing an absence policy are manifold; in the first instance, this will demonstrate to your staff that you have an awareness and understanding of the necessity for occasional absence, and that you treat this matter seriously. This means that you recognize employees' rights, but also expect them to abide by certain rules and behave in a certain way Furthermore, an efficiently developed and communicated absence policy can help to reduce unnecessary absence, as employees will be made aware of the necessity for them to abide by these rules.
  7. 7. 7 Attendance Policy Proposal We hope that this policy has been helpful. We humbly thank the board and management of Ryder for your time and consideration of this proposal.
  8. 8. 8 Attendance Policy Proposal Bibliography "Don't Let Unscheduled Absences Wipe You Out." Workforce, June 2000. Gale, Sarah Fister. "Sickened by the Cost of Absenteeism." Workforce, September 2003 The SOHO Guidebook. CCH Incorporated, 1997 Humanresources.about.com elinfonet.com employers.org
  9. 9. 9 Attendance Policy Proposal A T T E N D A N C E , P U N C T I O N A L I T Y A N D D E P E N D A B I L I T Y RYDER’ S EX P ECTA TI O N S Attendance,punctuality,dependabilityandacommitmentto do the job right are essential functions of every position at Ryder. Because the Company depends heavily upon its employees, it is important that you attend work as scheduled. You are expected to:  Be at work on all scheduled work days and during all scheduled work hours, and  Report to work on time. NO T IF ICAT IO N O F AB S E N CE O R TAR D IN E S S  You or your representativemustnotifyyoursupervisor directly (not by voice mail, text message or email unless otherwise spxecified by your supervisor in writing) each day of your absence or tardiness. Unlessyouroperationhasotherrequirements, you must notify your supervisor no later than 15 minutes before your scheduled arrival time.  If your supervisorisunavailable,contactanothersupervisorormanagerat your locationoryour supervisor’sdesignee.  Employeeswhofail to comply with this notification provision for two (2) consecutive days may be considered to have voluntarily resigned.  Failure to follow the Notification of Absence or Tardiness procedures may result in disciplinary action, up to and including termination.
  10. 10. 10 Attendance Policy Proposal RE CO R D S O F AB S E N T E E IS M  A record of your absenteeism and tardiness will be maintained as part of your personnel file.  To the extentpermittedbylaw,absenteeism (unrelated to approved medical leave) and tardiness lessen your chances for advancement in the Company and may result in discipline up to and including termination.  The Company will comply with all FMLA and ADAA requirements when administering this Attendance Policy. DIS CIPL IN AR Y G U ID E L IN E S Definitions Unexcused Absence – an unexcused absence occurs when an employee fails to report to work on his/herassignedshiftormandatoryovertime orif an employee works less than half of their scheduled shift. Tardiness – a tardy occurs when you clock-in after your scheduled start time without prior approval of your supervisororyoursupervisor’sdesignee. Anunauthorizedtardyresulting in missing less than half of your assigned shift will receive one half (½) unexcused absence per occurrence. Early Out– an earlyoutoccurs when you clock-out before your scheduled shift end time without prior approval of your supervisor or your supervisor’s designee. An unauthorized early out resulting in missinglessthanhalf of yourassignedshiftwillreceive one half (½) unexcusedabsence per occurrence. Missed Time Clock Punch(es)
  11. 11. 11 Attendance Policy Proposal Employees are expected to bring their badges (Work ID’s) to work every day. If an employee forgets theirbadge, they are required to complete a Missed Punch Form and submit it to their supervisor. An employee that establishes a pattern and/or excessive missed punches will be subject to disciplinary action, up to and including termination. Corrective Action Guidelines Employees are charged with knowledge of and responsibility of their attendance record. At the Company’ssole andabsolute discretion,immediate dismissal withoutprior written or oral warning may be warranted for any offense. There is no right to or guarantee of progressive discipline or warnings prior to termination. Corrective Disciplinary Action The first five (5) unexcused absences, tardy and/or early out within a rolling 12-month year are documentedbymanagementonanAttendance Calendarandwill notresultindiscipline. After the fifth unexcusedabsence during a consecutive 12-month period, discipline will be administered as follows:  6th UnexcusedAbsence WrittenVerbal Warning  7th Unexcused Absence Written Warning  8th Unexcused Absence Final Warning  9th Unexcused Absence Termination Corrective DisciplinaryAction – Final Warning Three (3) final warningswithininaconsecutive twelve(12) monthperiodwill resultinTermination.

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