Everyday Workplace Policies

6. Lateness and Absence

6.1 If you keep standardised working hours, make it plain that persistent lateness is a disciplinary issue.

• Stipulate that employees must let you know if they are going to be late, and must report to their managers on arrival.

6.2 You cannot expect people to come to work if they are genuinely ill. But you can decide how much you are going to pay them, beyond the limits of statutory sick pay.

• You may want to set a limit on the number of days for which you provide full pay, but make exceptions where appropriate.
• Have a policy of monitoring absences and issue warnings to employees as soon as the level becomes unacceptable.

6.3 Set out your policy on leave and pay for maternity, paternity and adoptive parents, conforming to legal requirements.

• Employees are also entitled to unpaid parental leave.

6.4 All employees have a legal right to dependant care leave.

• Workers can take 'reasonable' unpaid time off to deal with an emergency involving a dependant.
• With the illness or death of relatives, it will pay to be compassionate.

6.5 Decide your policy on absences due to domestic problems.

• Be realistic. People in the throes of major marital crises are likely to feel their own problems must take priority over work.
• More minor domestic problems, such as a burst water pipe at home, may also require employees to take time off.

6.6 You will also need a policy on jury service.

• You may want to continue paying people, though the law does not oblige you to. Set a limit, or you could find yourself part-financing a six-month fraud trial. Many companies pay people for two weeks.
• It is illegal to subject employees to any detriment if they accept a call to jury service.

6.7 There are other reasons why people may have absences from work, such as Volunteer Reserve Service within the Army (TA), Navy, or Royal Marines, alongside being a Magistrate or School Governor.

• Ensure you have a policy to cover such absences.