Company policy attends to chronic absentees

Article Abstract:

Chronic absenteeism at the Fullerton, CA, facility forced the the management of Allen-Bradley Company Inc to direct the human resources department to design and implement a formal attendance policy. The issues that human resources considered before establishing a policy included rewards for good attendance, definitions of acceptable and unacceptable attendance, and how tardiness was to be addressed. The decision was made to allow five paid sick days a year, after which a disciplinary cycle for additional missed days would be started. Tardiness in excess of six a year was defined as unacceptable. The policy covered hourly and nonexempt employees. Exempt employees' attendance was monitored, but they were not covered by the policy. The human resources department issued a bi-weekly report covering the current status of all employees. Over the first 25 months under the policy, which became effective on Oct 1, 1988, absenteeism dropped 83.5%, resulting in a savings of $59,545.

Worker absenteeism, Absenteeism (Labor), Allen-Bradley Company Inc.

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Make policy manuals useful and relevant

Article Abstract:

Personnel policies and manuals continue to be useful to the organization because they compel management to assess organizational and employee needs; ensure continuity even when managers change; and establish performance standards by which management effectiveness can be assessed. Deciding on what subjects to cover in manuals is basic to the policy development process, requiring personnel managers to calculate what other managers must know to carry out human management responsibilities effectively. Policies must include provisions for managing deviations from policy terms. Three options for policy deviations include: spelling out an approval process; making no allowance for deviation; and building flexibility for adjustments into the policy. Ten characteristics of effective human resource policies are described.

Handbooks, vade-mecums, etc., Handbooks

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