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How to Deal With Employee Lateness

In some companies, employee lateness doesn’t really matter. Some projects simply need completion, like filling envelopes for instance, and it doesn’t really matter if it gets finished at 10 am or 10 pm. But for most workers, being on time does matter, and for some, it means a whole lot.

Salespeople, for instance, have a window of time when their prospects are available; store assistants are required on the floor to help consumers as soon as the store opens; managers have to be available for their workforce, and teammates must collaborate. In most companies, work is conducted during specific hours, and employees need to be there during those times if they are not productivity slides.

Assess the Problem

First, choose how big of a difficulty it is you’re dealing with. Is the lateness a recent addition? Is it a long-standing issue? Is just one worker, several, or your whole workforce late for work? This is noteworthy because if the whole workforce gets chronically late, they are presumably doing it because they think that it is an allowed practice. Find out just how frequent it is occurring and how many minutes per week your employees are late. You can use our available tardy reports to help with that. The severity of the issue will be a lot visible, and you will be able to make intelligent choices about fixing it.

Correct the Problem

Which steps to take to fix a difficulty with chronically late workers is a private decision – dependent on the employee’s personality, their causes, and the magnitude of the problem. If a conversation with the worker results in total acquiescence with your detention rules, then you don’t require to do anything. But certainly, it’s not always that simple.

  • Set rules and include an employee handbook. Define consequences.
  • Use the performance reviews, commendation letters, and disciplinary action letters provided in our suite of HR Docs.
  • Be uniform and firm with these rules. Workers who see that managers don’t care or aren’t going to do anything about it will start to exploit it
  • Adjust worker schedules for employees who have to drop off the kids or drive in early morning rush hour.
  • Have a conference with the worker and tell the impacts of his lateness, like abstaining client calls and the truth that other workers have to pick up the slack when he is late.
  • Ask the representative to offer his own ideas to fix the problem. Get a flash into the mind of the perpetrator. Maybe there is a sound reason that could simply be fixed.
  • Doc the employee’s pay when it grows a chronic, recurring problem.
  • Offer organization gratuities when the team is on time.
  • Be a good model and get to work on time yourself.
  • Add up the times and hours a worker abstains at work and show it to him in the form of our late report. Workers don’t always effectuate how often they are late.
  • Be open and flexible and let workers know that exceptions are anticipated from time to time.
  • Simply using an online time tracking system often fixes the problem. Working times are more clear with an online system than they are with a punch card system, where workers can’t see their week’s punches in clear view each day, or on a paper timesheet where employees may write down false time entries.

Nip the difficulty in the bud as soon as you can so that the whole workforce does not perceive your workplace as a practice of flexible schedules. It doesn’t take long for a difficulty like this to spread. When workers think it’s ok to be late and that no one is going to get in trouble for it, they can’t see any reason not to do it themselves. Start with clearly defined rules and consequences and then stick to them.

Alma Reed is an author and researcher dedicated to enhancing productivity. She is deeply interested in areas such as time management, increasing productivity, and fostering healthy routines. Through her writing, she aims to assist people in boosting their job performance and attaining an ideal balance between work and life.

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