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How to Manage a Chronically Late Employee| Dodging Landmines

Ed Muzio, President and CEO of Group Harmonics, says it's never too late to enforce a fair, legal policy among all of your employees. Be clear in your expectations, the company policy, and the consequences.

Speaker: Edward Muzio, President & CEO, Group Harmonics, Inc.

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Tags: Late, employee, office politics, Dodging Landmines, policy, manager

 
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    mboxell

    03/17/09 | Report as spam

    RE: How to Manage a Chronically Late Employee| Dodging Landmines

    Forward thinking employers are turning to "ROWE" results only work environments which allow use of technology to enable employees to balance work/life, given their connected 24 hours day. If an employee is "hourly" is their a lack of production or missed deadlines or are other poor performing team members just envious of the flexibility allowed to a high performer?

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    ngwaoboswa

    04/22/09 | Report as spam

    RE: How to Manage a Chronically Late Employee| Dodging Landmines

    I feel the message is not clear as to how to deal with a chronically late employee. i am faced with that scenario.

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    Shae930

    05/07/09 | Report as spam

    RE: How to Manage a Chronically Late Employee| Dodging Landmines

    I agree that the employee needs to be reminded of the company's attendance policy. Also, if you organization offers flextime or alternative work schedules, that may be a solution. If not, then the employee needs to be disciplined via progressive discipline. Additionally, ensure that there are no issues with FMLA or ADA.

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How to Manage a Chronically Late Employee| Dodging Landmines

Ed Muzio, President and CEO of Group Harmonics, says it's never too late to enforce a fair, legal policy among all of your employees. Be clear in your expectations, the company policy, and the consequences.

Music Sydnie Kohara: Let's say I have an employee who, not once, not twice, but is frequently late to work. What is the best approach to take the deal with this problem? Edward Muzio: Well, I hear you say an employee, like this is your employee, you're the manager? Sydnie Kohara: Yes. Edward Muzio: So, so it falls to you first and foremost to set clear expectations. Make sure you're being very clear in your communication about what is expected, what the requirements are, what the consequences are if they aren't met. Sydnie Kohara: What if they always seem to have a particular health issue or what seems like a good excuse for being late. Edward Muzio: Well, excuses are fine, but if you have a good enforceable policy, if it meets all the local, state, federal laws and it matches the policy of your company, then what you're doing is you're evaluating each of those instances against the fair policy that's equally applied and that's your job as a manager in that case. You know, what you don't want to do is, I can tell you're all frustrated by this, you don't want to make it a personal quest and go into and make an example out of this person in either direction. You want to stay fair and stay even. Sydnie Kohara: So, I really need to be the person to take charge and make it very clear then. Edward Muzio: That you're the manager, the box stuffs with you and no matter how long it's been happening, it's never too late, it's always a good time to start setting clear expectations, to start saying these are company policies, here's how we enforce them going forward. Sydnie Kohara: In summary... Edward Muzio: In summary, it's all about clear expectations, set up what has to happen, what's expected, what the consequences are and then follow it legally, fairly and evenly across all your employees.

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