![]() Will a rolling year or a calendar year serve as the optimal performance measurement time period?īeyond the nuts and bolts of your written policy, you also must examine your past practices.Do they believe that a no-fault or an excuse-based system will be most effective?.Will they measure actual days or “incidents” (i.e., an uninterrupted series of days off from the same sickness or injury)?. ![]() In addition, setting policy is difficult because companies need to determine the parameters of the program: Many companies place caps on annual sick leave allowances others refuse to write a policy for fear that the written document will limit their discretion in dealing with employees on a case-by-case basis. The first place to look when addressing excessive, unauthorized absenteeism is your company policy. Here’s how to tackle the problem without putting you or your company in legal jeopardy. Indeed, the Family and Medical Leave Act (FMLA) and the Americans with Disabilities Act (ADA) both make you liable for punitive damages should you run afoul of their rules.īut it is important to remember that you have the right to discipline and fire em ployees for excessive ab sen t eeism-within certain guidelines. Managers have increasingly become gun-shy in dealing with excessively absent workers for fear of legal liability. You also may not be completely clear on what your rights and limitations are as a manager in disciplining these employees. Commerce Clearing House Inc.’s 1999 Un scheduled Absence Survey estimates that excessive absenteeism costs corporate America somewhere in the neighborhood of $600 per employee annually-a hefty toll considering that not all absenteeism stems from legitimate illnesses. What you may not know is just how much money that employee is costing your company. If you have a staff member who is currently abusing your company’s absenteeism control policy, you know how frustrating it can be.
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