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Causes of Absence, lateness and employee turnover

Absence, lateness and employee turnover By keeping individual records of absence (whether sickness or other) and lateness, the organisation can monitor individual performance. Figure 8 gives an example of such a record. Individual records can then be combined to provide summary statistics on levels of absence or lateness, which should enable the organisation to spot problem areas and take necessary remedial action. Figure 9 shows an example of such a summary. Employee turnover, like absence, is expensive for the organisation. A employee turnover record, combined with periodic labour analysis, offer the simplest and most basic way of monitoring these costs (see Figures 10 and 11, pp34-35 for examples of these records). Completing a employee turnover record also gives the organisation the means to calculate its stability index, ie how successful it is in retaining experienced workers. Looking at the figures for different sections of the workforce can help pinpoint areas that may need attention. They may indicate different standards of recruitment, induction, training or supervision in the department concerned, or point to environmental or organisational influences15. Some organisations may choose to keep separate records of overtime worked, as this additional cost, particularly if regular, may indicate the need for recruitment rather than paying higher rates for overtime. KEY AREAS THAT NEED RECORDS 11 4 inform advise train work with you 12 PERSONNEL DATA AND RECORD KEEPING Discipline and grievance Accurate records of disciplinary action are important. They enable management to take a worker’s past record fully into account when deciding what action to take when any breach of the rules has occurred, and they help management to apply disciplinary rules fairly and consistently. Disciplinary records may also provide important evidence if a worker makes a claim to an employment tribunal that they have been unfairly or wrongfully dismissed. Most disciplinary action taken against a worker should be recorded, apart from informal verbal admonishments. Figure 12 (p36) is an example of an individual discipline record. Most warnings should be disregarded for disciplinary purposes after a specific period (eg 12 months for a first written warning) subject to satisfactory conduct and performance. Some organisations Capitalizing on the iPad