| "What's the issue here, Shelly?" Mr. Johnson asked his | | | | unscheduled time off in non-medical emergency |
| floor supervisor. "Why are our customers waiting on | | | | situations. He realized that this flexibility would make |
| hold for as long as 20 minutes before their calls are | | | | family and home life less stressful for his workers, and |
| answered?" | | | | their improved mental health would lead to higher |
| "I'm sorry; sir," Shelly replied, "but we just don't have | | | | morale and better job performance. Mr. Johnson |
| enough employees on the job this morning. Two | | | | resolved to be understanding and sympathetic when |
| workers are out for their scheduled vacations, and | | | | his employees approached him with special requests |
| four more called in sick. As for that new man, Lewis, | | | | such as the need for an unexpected absence, |
| he simply didn't show up today!" | | | | because if he began treating his staff with more |
| "Four people sick? Is the flu going around again?" | | | | respect, they could begin to deal with him honestly and |
| "No, sir," the supervisor admitted. "I don't think all of the | | | | openly, without fear of repercussions. |
| workers are actually sick. I expect that at least some | | | | Kevin's complaint: |
| of them are using illness as an excuse not to come in." | | | | "I don't feel like the company appreciates our hard |
| Mr. Johnson had a big problem. As the manager of a | | | | work. I always hear reprimands dished out to |
| busy customer relations center, he was expected to | | | | everyone, but never any compliments. Although I do a |
| oversee an office full of workers and ensure that they | | | | good job, I'm not convinced that the organization values |
| were providing timely service to clients who had | | | | me. Since nobody cares around here, I know I could be |
| problems or complaints. Lately it seemed as though the | | | | fired or laid off at any moment, so I've avoided |
| phones were constantly ringing off the hooks and | | | | becoming attached to this job. Sometimes, I just don't |
| there were never enough employees around to keep | | | | feel like coming in and spending the day in a place |
| up with the high call demand. There was no money in | | | | where I'm not appreciated." |
| the company budget to hire more workers - Mr. | | | | The solution: |
| Johnson needed the ones that he already had to | | | | Mr. Johnson was saddened to learn that his |
| show up at the office consistently! | | | | employees felt detached from the organization and |
| The next day, Mr. Johnson took a few minutes to | | | | were worried about their job security. He enacted an |
| speak privately with each of his employees. Instead of | | | | employee recognition program that would reward |
| being angry about the rampant absenteeism and | | | | good work and diligence, and also made it a point to |
| accusing his team members of lying, the manager | | | | coach his supervisory team on appropriate ways to |
| chose to first take a close look at his own practices to | | | | praise and encourage their workers. Mr. Johnson |
| see what he might have done to create the problem. | | | | assured his team that their positions with the company |
| Why didn't his employees want to come to work? | | | | were secure, and promised to be upfront and honest |
| Mr. Johnson listened carefully to his employees, and by | | | | with any employee who was at risk of losing his or her |
| the end of the day, he was able to devise new policies | | | | job. The manager vowed that he would work hard to |
| for attendance that would work for everyone. Here | | | | resolve any and all issues before resorting to letting an |
| are some of the things that Mr. Johnson learned: | | | | employee go, and hoped that this new sense of |
| Lewis' complaint: | | | | security would help his staff to feel safer and less |
| "I woke up sick yesterday, but I didn't know the right | | | | stressed in the workplace. |
| way to tell Shelly that I wasn't coming in to work. I | | | | Sally's complaint: |
| thought it would be fine to send her an email explaining | | | | "I know I've been absent from work quite a bit lately, |
| the problem, but she says she was too busy to check | | | | but some days I just don't have the energy to come in |
| her inbox until late in the day. Now I know that I should | | | | and put up with Anthony's bullying. He thinks that just |
| have called her." | | | | because he has seniority in the company, he can boss |
| Solution: | | | | the rest of our group around. He's such a know-it-all, |
| Mr. Johnson vowed to make sure that new | | | | constantly telling everyone the "right" way to do our |
| employees read their company handbooks carefully | | | | jobs, and when he doesn't get his own way, he throws |
| by writing up a simple quiz for them to take after their | | | | a fit and makes life miserable for everyone. I try to |
| first week on the job. He also arranged to have | | | | stand up for the people who just let Anthony push |
| posters put up on the bulletin board explaining the | | | | them around, but it always leads to an argument |
| procedures for sick leave, and a reminder email sent | | | | between the two of us." |
| out once every quarter. | | | | The solution: |
| Mike's complaint: | | | | Mr. Johnson investigated the animosity between Sally |
| "Shelly is always on my case about how much time I | | | | and Anthony, and decided that the two strong |
| spend with each customer I speak to. She doesn't | | | | personalities were incompatible to work together. After |
| seem to understand that their problems are | | | | talking with other members of the group, the manager |
| sometimes very complicated, and I want to do the | | | | learned that Anthony was universally disliked and |
| best job that I can to solve the issue. There are days | | | | feared in his department. Mr. Johnson provided his |
| when I call in sick just to avoid the pressure of being | | | | difficult employee with training geared to help him get |
| here." | | | | along with others, and then re-assigned him to a |
| The solution: | | | | different floor where he could get a fresh start on |
| Mr. Johnson coached his supervisor, Shelly, on more | | | | relations with his new co-workers. Mr. Johnson knew |
| respectful and positive ways to encourage diligence | | | | that allowing conflict to fester in the workplace is a |
| amongst the employees. Both of them agreed that | | | | sure way to cause stress and discomfort among his |
| people need a positive working environment where | | | | employees. People who do not feel comfortable on |
| they feel valued and they WANT to come and | | | | the job have less incentive to show up for work! |
| perform their job! Once the absenteeism problem was | | | | Because he listened to their complaints and responded |
| solved, Shelly knew she would be less stressed about | | | | quickly to address the needs of his employees, Mr. |
| her team getting behind in their work, so she would be | | | | Johnson soon conquered his organization's problem |
| able to interact with her team in a more relaxed | | | | with chronic absenteeism. He enforced policies and |
| fashion. | | | | establish routines that made the office a comfortable, |
| Carol's complaint: | | | | stress-free and fun environment to work. He took |
| "I had surgery on my foot last week, and I returned to | | | | care that his employees felt valued by the company, |
| work before I fully recovered because I knew how | | | | and felt pride in being a members of a hardworking |
| much you needed me here. Yesterday, my foot hurt | | | | and loyal team. |
| so badly that I had to call in sick and visit my doctor to | | | | A few workers tried to take advantage of the |
| get a prescription for pain killers." | | | | organization's newfound leniency towards employee |
| The solution: | | | | time off, but Mr. Johnson held them accountable for |
| Mr. Johnson knew that the company must form a plan | | | | any breaches in the company attendance policy. The |
| that would allow employees extended leave for | | | | rules were fair and allowed for ample time off when |
| serious health problems. Even if she came in to work, | | | | an employee was in need, but they were also strictly |
| Carol would be of little help to the company if she was | | | | upheld and enforced with consistency. With everyone |
| either distracted by pain or on heavy medications! | | | | aware of the policies, and confident that unnecessary |
| Janet's complaint: | | | | annoyances like tardiness and unexcused absences |
| "I called in sick yesterday because my kids had the | | | | would not be tolerated, the company ran like a |
| day off from school. I had arranged for a sitter, of | | | | well-oiled machine. The employees were happy |
| course, but she cancelled at the last minute. I knew I | | | | because once everyone was showing up to do their |
| wouldn't be allowed to stay home with my kids if I told | | | | share of the work, the office became a less hectic |
| you the truth, so I had no choice but to call in claiming | | | | and a more relaxed environment. They could spend |
| illness." | | | | their days in a workplace where they knew that they |
| The solution: | | | | were appreciated, and if the need arose for time off, |
| Mr. Johnson instigated a policy to allow employees | | | | their requests would be accommodated. |