The Danger Of Being Absent From Work Is Far Beyond What People Think.

Dealing with abrupt warping

It may be one of the most common challenges faced by business operators or institutional managers.

Such things as being late, leaving early, or even lack of jobs all day long exist among employees.

As we all know, a perfect employee does not have similar problems, but the world is not perfect, so employees are also not perfect.

Health problems, family crises and other kinds of affairs are worrying them.

Many times, things that distract them are so important that they are in the heart of Cao Ying.

Good managers are well versed in this.

They employ people instead of machines. It is understandable to have some private matters.

A standard for measuring whether a unit runs smoothly or not is in a single person.

In particular, the lack of posts in a short time will have disastrous consequences.

What really constitutes a problem is the absence of absence from a reasonable limit.

When managers are aware of such a situation, they can dismiss employees or act against them and hide them for employees.

But the best practice experience shows that through some interactive training, we can solve the problem of absenteeism.

Absenteeism is usually acceptable in the plan, but the absence and neglect can not be done at will.

Even absence and late arrival can still cause trouble for the company and touch the bottom line of the company.

This is what I call the unforgivable absenteeism, especially when such absenteeism becomes a norm, and it becomes a problem.

These phenomena may indicate some behavioral problems, and it is not surprising that managers and bosses are helpless.

Although they are unable to solve this problem, they can still adopt a way of eliminating personal factors to make decisions when making decisions.

In short, I suggest a clear strategy to help employees avoid being caught up in absences and be forced to cram at the last minute.

The main thrust of my proposal is

Make a quantitative table to specify the number of absent absences for each employee.

Every time a absent absence occurs, the employee's sick leave or paid leave is offset.

Employees will be paid as usual, but the number of scales will be deducted, or other appropriate methods should be taken to assess the absence of undue absence so as to make employees clearly aware of the cost of undue absences.

Secondly, an upper limit should be set, and penalties should be imposed once the employee reaches the upper limit.

Punishment should not be too harsh. It should be appropriate to "crime" measure "punishment", by giving employees a little stimulation to encourage them to take care of the absenteeism before the company takes more stringent measures.

All of these must be affirmed in advance.

I told my clients that they should publish their view that unordered or absent absence causes trouble to the company and should be eliminated.

However, I do not recommend managers to publish their quantified tables.

Quantified tables are usually open to specific employees who participate in the plan.

Open your desire only to get the desired result.

If you don't convey your attitude, the bad consequences will follow.

If managers say that the tolerance for absenteeism is only four, then three times before a company's real life becomes the tolerable bottom line.

It is also a part of the balance to work with employees who deliberately engage in private affairs according to established plans.

As far as work is concerned, we should adopt carrot and stick in dealing with such problems.

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