Start the conversation. Tips for Holding Difficult Conversations . By stating your disapproval of the tardiness the first time it happens, it lets the employee know that it’s unacceptable to arrive late in the organization. Stay off your phone and computer. Typically it happens when employees allow things to interfere with their schedule and this becomes a pattern. No news is good news isn’t the way to handle it. State the consequences of excessive absenteeism — including the potential for termination. Depending on your workplace culture and Federal and state employment laws, you may want to create penalties for employees who show up late to work more than, say, once per month. Being late to work is not typically something we coach someone on. Having a conversation with employees who are always late to work An employee who is consistently late can cause problems for a manager on several fronts; there's the impact on service delivery or productivity; the loss of goodwill from their colleagues if it's not managed effectively; and damage to company reputation if they're customer facing. 1. Stay completely focused during this conversation. It’s how you discipline staff without ruining relationships. If your employee comes in to your business late every morning — or is absent, or taking personal day after personal day — you’ll soon develop a problem. Proactive Tips to Prevent Chronic Employee Tardiness Implement a Lateness Policy The task of gathering and maintaining attendance records for all employees is required. Steps to Provide Feedback in a Difficult Conversation . With the right preparation, you can turn these emotionally-charged discussions into effective lines of communication that lead to quick resolutions. It’s how you make sure you’re running the tightest ship possible. Employees that know they can get away with being late are more likely to take advantage of the situation. But all of these unplanned employee absences are making it hard to run your business. Your employee or friend may be dealing with something difficult at home that is affecting their sleep and making them late to work or events. Employees are less likely to show up late if they know they have to discuss it with someone. Objectives. Conversation between 2 colleagues discussing promotion for one of them What is the conversation about? For starters, you won’t be able to rely on this employee to complete his or her part of projects. Consider this; if an employee comes in late all the five days in a week but you only notice it on one day, they were technically late only one day of the week, since that is the only day you know about. And, when he was late, yet again, the next day, it was no surprise to anyone that I had to write him up. A chronically late employee is not necessarily a bad employee, but the tardiness does have to stop. The time to talk about an employee attendance problem is when you first notice it. In fact, one simple conversation may be all it takes to find out a specific cause for tardiness that you might be able to resolve with the employee right away, instead of penalizing them for the symptoms of this cause. You needn’t handle everyone with an iron hand. If an employee comes in late one day and believes that you did not notice their lateness, they are more likely to come in late a second time. How to Handle Late and Absent Employees. Try these nine crucial rules. So, after numerous attempts with more diplomatic approaches, I pulled him aside and informed him that if he was late again, I’d have to write him up. Tom was just promoted to is first managerial position, and he is a little concerned about the fact that he has never managed people before. An employee handbook is a great way to spell out your policy on excessive absenteeism, as well as the reporting process employees should follow if they’re late or absent. Institute consequences for lateness. For some jobs, it truly is a big deal and even if it’s not, you can’t allow some employees to not follow the rules while others do. For example, they may have a health issue or something similar that they haven’t been forthcoming about with you. Three Steps to Lay the Ground Work for Attendance Management Conversations. In a perfect world, angry employees would give you at least 24 hours of notice so you could review policies on how to deal with angry employees and plan your response before they get mad. Using the example above: If a manager needs to have a performance coaching conversation with an employee, they should always follow-up. Take the example of the employee who’s always late. As a manager, you need to bring up the issue early on in the work relationship. There is a technique that you can use for this that is called the direct conversation or the crucial conversation. This short, video-based course will show users how to prepare for, and carry out, a challenging conversation with an employee. It’s time to have a talk. From an HR perspective, you have to identify the behavior and give the employee a verbal warning. #7 Enforce the rules consistently. This can reduce their team spirit. This not-so-fun conversation you likely saw coming. It helps make the content and conversation clear, focused on objective information and helps avoid the tension or shame that can occur in conversations like this. Sometimes we need to do developmental coaching and sometimes our conversations needs to be tactical. #6 Document each instance of tardiness and the reason the employee was late. As you plan this conversation, here are a few points to keep in mind. Difficult conversations with employees are unavoidable, whether it’s a performance issue or failed project. Start With a Soft Approach to Set the Employee at Ease, but Don't Beat Around the Bush: The employee's level of anxiety is already sky-high and making more small talk while he waits for the bad news to emerge, is cruel. After 2 years of selfless service, a man realized that he has not been promoted, no transfer, no salary increase no commendation and that the Company is not doing any thing about it. Listen and make exceptions when necessary. Unless it is shift job, timing is not that much crucial. Once you've told him that you want to discuss a difficult topic, move right into the topic of your difficult conversation. Unfortunately.. That’s not the world we live in. Video created by University of California, Davis for the course "Coaching Conversations". We do have the option of starting at 8:30 and leaving at 5:30, I'm going to offer that. The area covered is: • Dealing with an Employee Who is Repeatedly Late for Work. As an employee, whether you are negotiating salary, asking for a raise, or discussing a bonus, you need to walk into the conversation prepared to clearly state what you are asking for and why you think you deserve it. There are certainly times when you have to be a manager. For an employee that is often late to work, the conversation … After missed deadlines and low quality of work, you may have tried to have it, inquiring about their underperformance, one-off. Certainly be specific with dates, times, and any conversations you had with the employee about tardiness. That’s why it’s important to proactively think about how to handle an angry employee. A hilarious conversation between HR Manager & Employee. It’s an opportunity to let the employee know they’re meeting the performance standard. Seek permission to provide the feedback. I documented our conversation for HR and sent him a copy via email for his records as well. It’s time to have “the talk”: The one where you have to figure out how to discuss poor performance with an employee. Something goes wrong—seriously wrong—and when the dust settles, you discover the problem centers on a basic mistake from one of your programmers. But ultimately, good, clear communication is how you train your employees up to the standard you want (which we talked about a little bit here). It’s up to you, but if you plan to touch on career plans, it’s prudent to give your employee a heads up because those conversations “require reflection and thought,” she says. Generally, that starts with having a conversation with the employee after the first or second late arrival. Fortunately, there are ways to take a proactive approach and handle a chronically late employee that will help both the individual employee and the company as a whole. Because getting to work on time is not really a skill set. You are sitting in a conference room or standing around a buffet table with a group of people you don't know. When you approach an employee about their mental health, it’s important to establish an environment where they feel comfortable talking with you. It’s a fairly routine deployment, but this time, it’s not full of victories. Since it's the one employee that is late and not the others I need to speak with the employee that's late and make that clear that everyone else is arriving on time and I need to treat everyone equally so if it continues I will need to write him up. Even if you are the employee's boss, start by stating that you have some feedback you'd like to share.Ask if this is a good time or if the employee would prefer to select another time and place. Picture this. Chapter 10: New Manager’s Playbook–Having Difficult Conversations With Employees By Marcus Blankenship. 2) Record Keeping. In some cases, you may find out that the employee is having child care conflicts or has other time constraints. Even if the employee is doing great. Talking about the problem . Establishing trust with employees before difficult conversations are necessary and it helps to ease these conversations. This is especially important when the employee is a low performer and disciplinary action may be necessary. These conversations need to happen at the moment the issue occurs, and it must be done one-on-one with the employee privately. Begin with the creation of attendance management policies and an employment agreement that both parties agree to. The most important thing a manager should focus on is productivity. Give faster feedback One of the most important ways to deal with underperforming employees is to reduce the feedback gap once an employee has been identified as an underperformer. 1) Agreements and Expectations. 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