Positive ways to prevent tardiness

We are an industry leader as a supplier to several food manufacturers. This may sound easy and too basic for most of our managers, but just the same, it appears that we just can’t avoid tardiness despite the fact that we have already suspended several employees. The trouble is that the suspensions became a self-inflicted injury on the organization because it resulted in a bigger expense — we had to pay for the overtime premium of those who took the temporary slot for the suspended workers. Is there a better way to control tardiness? — Rainbow Warrior.

Your question reminds me of one story about a manager who brought his boss home for dinner for the first time. The boss was known for being arrogant and very dominating to his workers. The little boy in the family stared at his father’s boss most of the evening, but did not say anything.

Finally, the boss asked the little boy: “Why do you keep looking at me like that Sonny?”
The little boy answered, “My daddy says you are a successful, self-made man.” The boss beamed and proudly admitted that indeed he was a successful self-made man.

The little boy replied: “Well, if you are a self-made man, why did you make yourself like that?”
Looking from a distance that bolsters my objectivity on the matter, I’d like to say that corporate-wide tardiness is a symptom of a bigger management problem, probably more than what you can imagine.

Taking the cue from that little boy, I’d like to paraphrase the same question: If you are an industry leader, why are you having that tardiness problem?

If you keep on receiving reports about employees who are taking the risk of being penalized for violating tardiness rules, then chances are they are not fully engaged with the organization.

Valid excuses or not, controlling tardiness is crucial, not necessarily through traditional means such as disciplinary action. It also creates resentment on the part of punctual employees who are making the necessary effort to report on time.

So even though tardiness has to be controlled by suspending or dismissing workers, it’s important to consider other positive options that should make people fully accountable and responsible for their actions. The following tips should help you in this regard:
One, understand the total picture of the employee’s work performance. If an erring worker is a consistent star performer, then you could probably take some exceptions. Maybe, he could be offered a flexitime work schedule until he finally resolves his tardiness problem. To prevent resentment and charges of favoritism from other workers, it is best to have this done under a formal management policy that applies to all.

Two, lead by example. Even though managers may have a different set of work requirements, try to set the standard by being punctual in the morning, in meetings, and everywhere. More often than not, workers tend to take it from non-verbal cues from their bosses more than holding counselling meetings which would only cure the problem temporarily.

Three, be positive when you confront employees who are late for their work. There are some people who are reluctant to talk about their personal circumstances that are causing them to be late for work. Do a sandwich approach by praising the employee and emphasizing how such tardiness problem is adversely affecting the worker’s performance. This should give the worker the chance to talk about his problems.

Above all, it’s important to be realistic in dealing with tardiness, since the reasons can vary widely for a lot of people. –In The WorkPlace By — Reylito A.H ELbo, BUsinessworld