Guide to timekeeping for managers

The Importance of Acting Promptly on Poor Timekeeping

Managers must address poor timekeeping swiftly and effectively to maintain workplace standards and team morale. Failing to act in a timely manner may inadvertently signal to employees that lateness is acceptable, leading to habitual issues and complicating future interventions. Managers should also consider the wider impact of persistent lateness on team motivation, productivity, and the organisation’s reputation.

Identifying the Cause of Poor Timekeeping

Before taking action, managers should assess whether the cause of an employee’s lateness is:

1. Within the employee’s control:

   • Poor personal time management (e.g., oversleeping, failing to plan family or home responsibilities).
   • Using unreliable transport without contingency planning.
   • General lack of awareness or disregard for punctuality.

2. Attributable to workplace or personal circumstances:

   • Stress, overwork, or workplace bullying leading to sleep disturbances or anxiety.
   • Family emergencies, health issues, or caring responsibilities.

Managers must approach these discussions with sensitivity, giving employees an opportunity to explain any underlying issues while maintaining the expectation of improved timekeeping.

Suggested Thresholds for Action

1. Informal Action

An informal discussion is appropriate for isolated or infrequent instances of lateness. Suggested thresholds:

• 2 instances of lateness within a week or
• 3 instances within a month where the cause is within the employee's control.

Action:

• Conduct a private, informal discussion to highlight concerns, clarify expectations, and agree on a plan for improvement.
• Document the meeting informally, including dates, discussion points, and agreed actions.
• Schedule a follow-up review within 2–4 weeks to monitor progress.

2. Formal Action

Formal action should be considered when:

• The employee’s timekeeping does not improve following informal discussions.
• 4 or more instances of lateness within a month without reasonable cause.
• Lateness has a significant impact on team operations or morale.

Steps for formal action:

1. Letter of Concern (First Formal Step):

   • Issue a written letter of concern outlining the lateness pattern, expectations for improvement, and potential consequences if no progress is made.
   • Include a timeframe for review (e.g., 1 month).

2. First Written Warning:

   • If no improvement is noted after a letter of concern, escalate to a formal meeting and issue a first written warning.
   • Provide clear targets (e.g., no more than 1 instance of lateness per month) and a review date.

3. Further Escalation:

   • Continued poor timekeeping may result in additional disciplinary steps (e.g., final written warning or dismissal) in line with organisational policies.

Addressing Personal or Health-Related Lateness

If lateness is linked to personal, health, or caring responsibilities, managers should:

• Offer support, such as signposting Employee Assistance Programmes (EAPs) or flexible working arrangements (e.g., adjusted start times).
• Clearly communicate that while support is available, regular lateness cannot persist indefinitely.
• Set measurable targets for improvement, balancing the organisation’s operational needs with a compassionate approach.

Note: If a health issue qualifies as a disability under the Equality Act 2010, managers must consider reasonable adjustments, such as amending working hours or duties.

Implementing and Communicating Timekeeping Policies

To ensure fairness and consistency, timekeeping policies should:

1. Clearly define expected start times, acceptable delays, and the consequences of persistent lateness.
2. Be communicated to all employees during onboarding and reinforced periodically.
3. Include any agreed systems, such as clock-in technology or reporting lateness to a manager.

Monitoring and Follow-Up

Managers should closely monitor timekeeping following both informal and formal interventions:

• Daily Check-Ins: Employees may be required to report to a designated person upon arrival.
• Use of Systems: Utilise swipe-card or clock-in data to track attendance.
• Regular Reviews: Schedule reviews to evaluate improvement and adjust actions accordingly.

Deductions from Pay

If an organisation chooses to implement pay deductions for lateness:

• It must be clearly outlined in the employee’s contract or an agreed policy.
• Employees and union representatives (if applicable) should be consulted before implementation.

Balancing Firmness with Fairness

Managers must approach conversations about timekeeping with professionalism and empathy:

• Present factual evidence of lateness (e.g., patterns or specific dates).
• Encourage open dialogue to uncover underlying causes.
• Agree on a clear action plan, ensuring the employee understands expectations and consequences.

If trends emerge (e.g., consistent lateness on specific days), address these constructively:
"I’ve noticed you’ve been late on three consecutive Mondays this month. Is there something specific contributing to this?"

Document all discussions and agreements, as clear records will be essential if formal action is required later.

By taking a structured yet considerate approach to addressing poor timekeeping, managers can uphold organisational standards, support employee development, and foster a culture of accountability and respect.