55
Dealing with a Direct Report's Repeated Lateness

STRATEGY

Everyone is late occasionally whether due to car trouble, weather, or some other unavoidable factor. Chronic lateness is a different issue. Even if the individual is an exempt employee, or the business isn't contingent on their being at work at a specific moment, their tardiness can impact morale and productivity. There are some people who will push the envelope and see how much they can get away with. The issue isn't getting their work done. If that were the case, you'd be having a different conversation. The issue is people are expected to be at work at a set time. If there's a good reason for the tardiness try to be flexible and find a solution. If there isn't an acceptable reason insist on timeliness and hint at future actions.

TACTICS

  • Attitude: Be understanding but firm. It's not a question of micromanaging. It's a matter of the employee meeting their obligations.
  • Preparation: If the organization doesn't have a standard time tracking system take notes of the tardiness of individuals whose behavior is problematic. The very specificity of your notes signals the seriousness of the issue and hints at the potential for future action.
  • Timing: Have this conversation as soon as you realize the issue is chronic.
  • Behavior: Have this face‐to‐face and privately so the employee can reveal any issue that might be the cause of the lateness.
Flow diagram depicting a course of action for 55. Dealing with a Direct Report's Repeated Lateness with an opening statement, situations, and responses.
Flow diagram depicting a course of action for 55. Dealing with a Direct Report's Repeated Lateness with situations and responses.

ADAPTATIONS

This script can be modified to:

  • Deal with a direct report's excessive sick days.

KEY POINTS

  • Approach this as a search for a reason and a solution, not a scolding.
  • Have specific instances you can document to them, and potentially, to others.
  • Be willing to work with the individual if there's an unavoidable reason and they're a valued member of the organization.
  • Stress that being on time is important and that it is a separate issue from work quality.