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A large unit, manufacturing electrical goods which have been known for its liberal personnel policies and fringe benefits is facing the problem of law productivity and high absenteeism. How should the management improve the organizational climate?
Organizational climate term refers to the climate which is prevailing in the organization. Environment of the organization has a great impact on the working of the employees. Healthy or positive environment always motivates the employees to work properly and if the working conditions are not good than the employee will not be able to work properly. So, manager must always try to provide managers with the environment which will be favorable to them.
Absenteeism is generally defined as being absent from a workstation or from your work place. This may conceivably include, for example, absent due to illness, taking complete tea/lunch breaks, doing purchasing during work time, absenting oneself without leave. These examples, tell about the reason for the absenteeism. Some are the genuine reasons and some reasons are that which are developed to avoid the work.
Reasons for absenteeism
Lack of commitment: Sometimes employee is not committed to their work; they don't want to do work in the organization. There may be many reasons for that like, poorer working conditions, employee is not having good relationship with his superior, the demands for which they are demanding for are not being fulfilled, etc.
These may be the reasons why the employee is not working properly in the organization and which is affecting the working environment in the organization.
Poor useful Conditions: if the proper working conditions will not be provided to the employee then the employee will not be able to work properly. He will feel stressed, he will not be able to concentrate properly on his work which will also affect his work doing efficiency.
Honest Excuses: Personal troubles like Car trouble, Illness, although there is a light bit of non-attendance that could have been avoided, employees are frequently away from work for some of their reasonable reasons.
Steps to be taken to avoid absenteeism
Â A proper attendance procedure: Having a proper attendance policy will be a good step. Employees are required to be aware of what is anticipated from them. Having nonappearance measures in place should make certain that all employees know accurately when they should call in to report their absence and who to. There should be a elevated level of steadiness in the way that the business deals with undesirable absences.
Flexible scheduling: Flexible scheduling can reduce absenteeism if proper measures are taken. Some employees are strained into absenteeism situations for reasons that are away from their control. Allow employees the chance to decide custom-designed work schedule that will better match their individual needs and help them to sustain expected work patterns.
Maintaining proper records: For employees with constant or habitual late arrivals or absenteeism, a good happening programmed is essential. Maintaining proper records is a key, and the rules ought to be applied evenly across the entire population of contact centre agents.
Â Secure promotions to attendance: In that spirit, tie promotions to attendance as well. Nothing can divide a team more rapidly than considering a co-worker promoted into a leadership location where they will be required to put into effect attendance policies that they themselves could not hold on to before they were promoted.
Shift substitution: Allowing for shift substitution (i.e. trading shifts) can also reduce absenteeism. Some centers maintain a shift-swap board where agents post days they necessitate off and their timetable, and other agents may volunteer to deal with days off or shift start times, etc. Larger contact centers may mechanize this process using their scheduling software.
Tie absenteeism to agent commitment survey results: There are agents who had made remaining absent their routine and agents who will turn up every day without be unsuccessful. But there is a bigger population of your human resources that fall somewhere between these two categories, and for them their functioning environment can be a constricted point in your encounter to improve attendance. Survey your agents, and ask them what would add to a happier administrative center and promote attendance.
Find the origin of cause: For the solution of any problem it is necessary to find out the root cause of that problem so that the appropriate solution can be found. For that it is necessary to find out who is the responsible person who is playing with the minds of the employees and making them remain absent from their jobs. Only after that correct and the appropriate solution can be founded.
Look at the modern arrangement guidelines: If Mondays are presenting a problem, look at the current scheduling to see if maybe it is too harsh, or allow the employees to schedule for vacation if they haven't taken off on the previous six Mondays. This will help the organization in decreasing the level of absenteeism in the organization.
Scrutinize anxiety drives individual responsibility: Working little teams, driving human being responsibility, and saying firmly that something must be done that agents meet a higher usual in personal emergence, personal truthfulness, individual actions, with the group deciding faithfulness has made all the difference. This uses examine difficulty positively, drives human being answerability, and hones the squad ambiance that is so fundamental.
Appropriate incentives like pizza parties, ice cream sundaes, team dress-down days, etcâ€¦ all provide the momentum for determination a little more. Stretched over six months or so, the improvements are scarcely evident on the individual level and many don't even become conscious they are altering until the changes have previously been accomplished.
Â The number 1 priority is engagement: We built and communicated a Vision for our organization and our No. 1 priority is engagement. We clearly communicated that absenteeism was a sign of poor engagement or we had very sick people (both a problem).Â
We built and communicated a Vision for our organization and our No. 1 priority is engagement. We clearly communicated that absenteeism was a sign of poor engagement or we had very sick people (both a problem).Â
Get rid of our old ideas
Leader must try to get rid of their old ideas which may not be appealing for all the employees. So, the leader must try to adopt new ideas which will encourage the employees to do their work more efficiently and effectively.
Â Let agents come up with their own schedules
Let the employees to come up with their own ideas for their work schedule. If this thing will be allowed employees will be motivated. They will feel like they are having importance in the organizations and their opinion is taken while taking the decision. And if the work schedule will be according to them they will work properly. But manager is required to have proper check on the schedule.
Link absenteeism to lack of rewards or promotions
This thing will be a great instrument for reducing the level of absenteeism. This thing will always be in the mind of the employee that if he will remain absent from the workplace than this thing will going to effect the promotion of his. The employee will try to be regular and if he can't he will try to reduce the level of his absenteeism.
Suspend an employee without pay, before termination: Once an employee is late a specified number of times, and has gone through the step-by-step write-up process to the brink of self destruction, suspend the employee without pay before you terminate. If you want to get their attention quickly if discussions do not work, then take their pay away for a few days as an alternative to termination. If that doesn't do it, then you're dealing with someone who just doesn't care.
When the employee returns to be introduced to their new 90-day probationary period set up these guidelines:
1. Any tardy within the 90 days = termination
2. Completion of the 90-day probation period will be considered a success as long as the employee does not show a pattern of going tardy again within 30 days after the end of the probation. Another tardy within that grace period shows that the employee is habitual and begins the 90-day probation over again. This will send a strong message that manipulation will not be tolerated. And, let's face it, not many problem employees are going to last through 90 to 120 days of "No Tolerance". If they do, then coach to that if you see them getting a little loose later on and discuss that you both know they can do this.
Â Watch out for the "I don't care" generation
Leader must try to find out those young generation employees who are having attitude that they don't care whatever happens in the organization. Leader must ignore them at the time of giving promotions. Leader must give due importance to the older employees who cares about the well being of the organization.
It will be a long time before there is another "Greatest Generation" present.
Â Focus on staff well-being but only when you have established the real resons for absence: UK employers spend around £750m a year on conventional wellbeing interventions to try and help tackle absence. This is before you include any costs of training, job design or operational re-structure. The business case behind much of this expenditure and the return on investment is highly debatable.
Don't waste time and money on absence initiatives until you have assessed and measured employee wellbeing properly.Â Only then will you be able to manage absence within your control successfully.
Â Train line managers
Try to train the line level managers why there is the necessity to reduce the level of absenteeism. Make them understand that absenteeism will affect the profits of the organization and will also affect their growth in the company.
Businesses that acknowledge that their employees have varying needs and often require a degree of flexibility to help them balance their work and home lives will be rewarded with responsible employees who will go the extra mile.
It is important for the manager to be in the contact of the employees who are absent from the work place. Manager must ask them the reason why they are absent on that day.
We make sure that every acknowledgment or reward scheme includes qualifying criteria of acceptable levels of number present before a reward is issued.Â TheÂ additional assistance strategy allows the business the carefulness to make a lessening to an employee's additional benefit payment if their absence has reached objectionable levels.Â
Ensure your not a hundred percent pay rules replicate your absence policy
Set triggers for delay, short- and long-term absence
Take penalizing action for undesirable levels of absence
Involve work-related health
Bring in shift bidding: shift bidding will also be helpful in reducing the level of the absenteeism of the employees. In this manager tells the employees that if he will perform well than he will get the work shift according to him that are of his own desire.
Â Include team games
As a go together, we included team games where KPIs were the guide to a Home Run or a bingo game in which anyone with less than ideal number present was out of the competition for the payroll period.
After a few months and two separations the performance started to modify up to the point that at the time of the yearly evaluations 85% of the team showed nonexistence below the maximum allowed by the employee booklet.
Â Tie the salary to attendance
Hiring the right individuals in the first place, inspiring and most important them and taking care of them, tying the salary to presence, creating a elastic work to-do list environment and then supervision them out if all possible attempts don't work (like 'action plans', etc.) will generate the right surroundings for enhanced employee number present. Recompense good attendance, motivate employees so they want to come to work and, as a last alternative, fire those who don't fix their issues is the key.
Use tokens for "five days in a row" attendance
The underside line that we have established to look up number present immediately at our clients is to give tokens for daily attendance and extra tokens for "five days in a row" attendance. Note the difference between M-F extra tokens and "five days in a row." It is critical to award tokens for all desired activities as soon as the activity is completed. The number of tokens depends upon the budget.
The tokens are used to play brief games that generate a random (but controlled) number of points. The points are then used to "buy" prizes such as time off, money onto a debit card or anything (tangible or intangible) that the client wishes.
There are a few key factors involved here. The first is "continuous positive reinforcement" and is a great way to change behaviors' in conjunction with receiving the tokens and the ability to redeem points for prizes immediately. Another factor is "random intermittent reinforcement" and is an equally powerful motivator. Finally "choice of reward" is key because an undesired prize has no value.
As a rule of thumb, spending about two hours worth of labour per month on incentives and programmed management will improve KPIs by at least 20% almost immediately.
Weight attendance on the scorecard: In one of my previous centers, we not only linked absence to performance and made it a key performance indicator.
If the balance continued to rise or did not decrease over the next 30 days, a performance improvement plan (PIP) was developed. If, during the PIP term of 90 days, an agent was absent or tardy for anything other than a legitimate FMLA instance, the agent could be terminated. Supervisors were also made accountable for delivering these discussions and PIPs in a timely manner by means of a measurement (% complete) on their monthly scorecard. I developed the reporting for this, and tracked it from implementation to finish.
This plan was paired with both monetary and non-monetary rewards for perfect attendance, attendance that "met" the target, and "most improved" attendance on each supervisor team.
Build flexibility into the workforce management system: re-scheduled every two weeks, and agents had approximately ten days' warning of their upcoming schedule. Shift swaps or 'giveaways' were allowed between any two team members with like skills, so long as no overtime was incurred by the agent taking on the shift. Swaps could be executed with a minimum of two business days' notice. In an emergency, one business day was allowed. That helps a lot!
Â Share the statistics: To help reduce many problems in one particular call centre we posted all agent stats that had exceeded threshold levels next to the exit door of the call centre and in any break room areas.
This way, the agents can review each others' stats and see where they rank. Be careful as to which stats you use, pick solid indicators - Hold times, Talk time, Days off, Days missed due to illness, etc. as the agents will start judging themselves and start some improvement. As for all adherence problems, the management team must stand together.
Follow-ups Sit down with employees when they return from an absence to discuss: Ask them reason for their absence. What is the reason due to which they are absent. Try to solve the problem if you can solve the problem.
Consequences Have positive and negative consequences for strong and weak attendance: Offer rewards and incentives for strong attendance to the employees. Provide them with the monetary benefits, recognition in the organization; praise them in front of the other employees, etc so that they can feel motivated.
Automation Install a system to automatically track employee time and attendance, in order to: Reduce administrative work Allow employees to book time off and managers to approve requests online Calculate who is eligible for overtime Create fair schedules.
Allow for a work-life balance: Build "personal days" into employee packages. Often individuals resort to calling in sick because they're worried that their bosses won't be sympathetic about problems at home. Making sure that employees are comfortable enough to be honest is extremely important for a manager. Implementing flex time rules is another effective way to encourage a work-life balance.
Post-absence interviews: When employees take time off unexpectedly, it could be beneficial to follow-up with them upon their return. Discuss the reason for absence, and how it could have been prevented. Also, if the employee in question has frequent absences, it could help to reinforce how absenteeism can affect the company and their fellow co-workers.
Make your absences policy work out. You have to apply other system to make sure your absenteeism rule and regulation implemented well to all employee. Such as:
Make reducing absenteeism as main objective of the company. Make policies which are towards this objective. Try to motivate employees by giving them incentives and recognition in the organization.
Make the employees aware about how they have to deal with the subordinates. Make them clear that they have to talk properly to their subordinates so that subordinates will not fell hesitation in talking to their superiors.
Make regulation that if the employee will be absent from the work place for that much period that than his pay will be deducted accordingly. Make sure that this thing will be communicated to the subordinates. One more thing manager is required to do is that he should keep a regular check on the going and coming of the employees.
Install the system in the organization which will record all the details regarding those employees who are absent. Take help of the technology. This thing will help the manager in taking the appropriate steps against the defaulters.
For improving the level of the attendance gives recognition to the employees who are regularly coming. Appraise the employee in front of other employees this thing will motivate the employee to maintain proper attendance.
Manager must adopt method which can make the employee who was absent feel bad. This will motivate the employee to work on improving his presence in the organization so that he will not face any type of insult again in the organization.
Integration of the attendance taking with the incentives provided to the employee will be a great step. Allot criteria according to which incentives will be provided to the employees. If the employee does not fulfill that criteria than he will not be eligible for getting the incentives.
Make sure your recruitment and selection procedure consider absence issue, such as:
The employer should put remedial and wellbeing condition of candidate as one of main concern. Make certain that candidate has positive approach about attendance significance.
It's very significant to calculate not only capability fit, but you have to think about job fit. It includes the compatibility of applicant attention and qualities with nature of the job. If there is no match, there is no enthusiasm also. Employee with low enthusiasm to occupation tends to elevated in absenteeism rate.
Some employees remain absent because of the problem in the organization. Manager must try to find out the main root of the problem and does the proper analysis which will help in finding the proper solution to the problems. The problem may be regarding to the working environment.
Try to make elastic time scheduling which can be changed if the employee is having any type problem and which will be reasonable one. This thing will made the good image of the company in the eye of the employees.
Manager must try to make job interesting for the subordinates. Manager must give subordinates the work which will be the challenging. Because if difficult work is provided to the subordinated than he feel motivated. Manager must provide training to the employee which can help him to do the work properly.