Working hours: Line manager briefing on timekeeping

Introduction
Unsatisfactory timekeeping
      the importance of acting promptly
      potential reasons for lateness
      approach where lateness due to personal problems
Policies and procedures on timekeeping
      rules on timekeeping
      procedure when timekeeping unsatisfactory
      monitoring
      deductions from pay
Informal approach to tackling unsatisfactory timekeeping
      holding a discussion with the employee
Formal procedures
      disciplinary interview
      the right to be accompanied
      giving warnings
      the shelf-life of a warning
      keeping records
Dismissal on grounds of unsatisfactory timekeeping
      (repealed) statutory dismissal and disciplinary procedures
Test yourself

Introduction

This line manager briefing examines the law and good practice on the effective management of timekeeping. 

Line managers should take steps to address timekeeping where, for example, an employee regularly arrives at work late, overstays his or her breaks, takes too many breaks, leaves work before the allocated time or frequently fails to turn up on time for meetings or team briefings. 

Line managers will often be able to resolve a problem through open discussion with the employee at an early stage. If, however, an informal approach does not lead to a satisfactory improvement, it may be necessary to instigate formal disciplinary action. Line managers should aim to be fair, impartial, consistent and reasonable when dealing with timekeeping issues.

This line manager briefing is accompanied by a PowerPoint presentation for training purposes. 
Download in PowerPoint

Unsatisfactory timekeeping

When an employee’s timekeeping is unsatisfactory, the line manager should not jump to negative conclusions, ie assume that the lateness is due to laxness or lack of effort on the employee's part.