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Attendance Policy Proposal
Attendance Policy Proposal
Julia Bueno
Labor and Employees Relation

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Attendance Policy Proposal
Table of Contents
Chapter 1
Why we need the policy Pages 3-4
Chapter 2
Cost of Absenteeism Page 5
Chapter 3
Developing an Absence Policy Page 6-7
Bibliography Page 8
Appendix-Attendance Policy Pages 9-11

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Attendance Policy Proposal
Chapter 1
Attendance is usually the top priority when it comes to an employee's performance. It
usually has a higher weight compared to other metrics such as productivity and quality
The best trait an employee could probably have in any company is their dependability and the
main factor in being dependable is attendance. It's pretty simple as the question, "How can a
company depend on someone who isn't at work?" A lot of managers would probably say that
they'd rather have someone who is performing average and who is always present at work than
someone who really excels at what he/she does but is absent every week. Unscheduled absences
are costly to business. Written policies can give employers added legal protection from
employees who have been fired or disciplined for excessive absenteeism provided that those
policies explicitly state the allowable number of absences, the consequences of excessive
absenteeism, and other relevant aspects of the policy. Another important thing to remember
about attendance is the importance of learning. There could be lots of updates that are going on
especially if your line of business is fast-paced. If an employee isn't constantly at work, he/she
may not be able to catch up with updates and it could very well affect the quality of his/her work
Probably one of the most important implications of having good attendance record is the
company's revenue.
Businesses create staffing plans to meet important operations needs, and each worker fills
a critical role. Attendance affects the company’s bottom line, reflected in the costs to hire
temporary workers to fill in for absent employees and the cost to replace and retrain fired

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Attendance Policy Proposal
employees. Poor attendance can result in ineffectiveness, loss of productivity and loss of
customers or clients, all of which affect company earnings and profits.
A worker who fails to understand the effect of poor attendance on his workplace also
may lack other work ethics. Work ethics interconnect to create the ebb and flow necessary for a
well-functioning workplace. Character requires dependability, reliability, responsibility and
discipline. The chronically absent or tardy cannot practice good teamwork, which requires
coordination to achieve common goals. Poor attendance appears to others as a lack of
cooperation and respect
Attendance is really important and you can see how dedicated an employee is. If he/she is
absent regularly and for no apparent reason, maybe he/she isn't motivated to work anymore.
There for Human Resources Representative and Human Resources Manager will work
together to establish a formal written policy that mesh with state and federal laws to take effect
January 1st 2015.

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Attendance Policy Proposal
Chapter 2
COSTS OF ABSENTEEISM
Unscheduled absences are costly to business. According to the U.S. Department of Labor,
companies lose approximately 2.8 million workdays a year because of employee injuries and
illnesses. The inability to plan for these unexpected absences means that companies hire last
minute temporary workers, or pay overtime to their regular workers, to cover labor shortfalls;
they may also maintain a higher staffing level regularly in anticipation of absences. Small
businesses are, of course, not immune to such "expenses." There are obvious costs associated
with an absent employee, including consequences difficult to measure.
 Lost productivity of the absent employee
 Overtime for other employees to fill in
 Decreased overall productivity of those employees
 Costs incurred to secure temporary help
 Possible loss of business or dissatisfied customers
 Problems with employee morale
The costs associated with absenteeism can be controlled. While scheduled time off for
vacations and illnesses is an inevitable cost of doing business, managing things in such a way as
to discourage excessive absenteeism is well worth the effort.

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Attendance Policy Proposal
Chapter 3
DEVELOPING AN ABSENCE POLICY
Changes in company culture and policy have been cited as effective in reducing
absenteeism. Establishing formal written policies that mesh with state and federal laws will help
prevent lawsuits. Written policies can give employers added legal protection from employees
who have been fired or disciplined for excessive absenteeism provided that those policies
explicitly state the allowable number of absences, the consequences of excessive absenteeism,
and other relevant aspects of the policy. A formal, detailed policy that addresses absences,
tardiness, failure to call in, and leaving early can serve to prevent misconceptions about
acceptable behavior, inconsistent discipline, complaints of favoritism, morale problems, and
charges of illegal discrimination. General statements that excessive absenteeism will be a cause
for discipline may be insufficient and may lead to problems.
The advantages of developing an absence policy are manifold; in the first instance, this will
demonstrate to your staff that you have an awareness and understanding of the necessity for
occasional absence, and that you treat this matter seriously. This means that you recognize
employees' rights, but also expect them to abide by certain rules and behave in a certain way
Furthermore, an efficiently developed and communicated absence policy can help to reduce
unnecessary absence, as employees will be made aware of the necessity for them to abide by
these rules.

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Attendance Policy Proposal
We hope that this policy has been helpful. We humbly thank the board and management of
Ryder for your time and consideration of this proposal.

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Attendance Policy Proposal
Bibliography
"Don't Let Unscheduled Absences Wipe You Out." Workforce, June 2000.
Gale, Sarah Fister. "Sickened by the Cost of Absenteeism." Workforce, September 2003
The SOHO Guidebook. CCH Incorporated, 1997
Humanresources.about.com
elinfonet.com
employers.org

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Attendance Policy Proposal
A T T E N D A N C E , P U N C T I O N A L I T Y A N D D E P E N D A B I L I T Y
RYDER’ S EX P ECTA TI O N S
Attendance,punctuality,dependabilityandacommitmentto do the job right are essential functions of
every position at Ryder.
Because the Company depends heavily upon its employees, it is important that you attend work as
scheduled. You are expected to:
 Be at work on all scheduled work days and during all scheduled work hours, and
 Report to work on time.
NO T IF ICAT IO N O F AB S E N CE O R TAR D IN E S S
 You or your representativemustnotifyyoursupervisor directly (not by voice mail, text message or
email unless otherwise spxecified by your supervisor in writing) each day of your absence or
tardiness. Unlessyouroperationhasotherrequirements, you must notify your supervisor no later
than 15 minutes before your scheduled arrival time.
 If your supervisorisunavailable,contactanothersupervisorormanagerat your locationoryour
supervisor’sdesignee.
 Employeeswhofail to comply with this notification provision for two (2) consecutive days may be
considered to have voluntarily resigned.
 Failure to follow the Notification of Absence or Tardiness procedures may result in disciplinary
action, up to and including termination.

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Attendance Policy Proposal
RE CO R D S O F AB S E N T E E IS M
 A record of your absenteeism and tardiness will be maintained as part of your personnel file.
 To the extentpermittedbylaw,absenteeism (unrelated to approved medical leave) and tardiness
lessen your chances for advancement in the Company and may result in discipline up to and
including termination.
 The Company will comply with all FMLA and ADAA requirements when administering this
Attendance Policy.
DIS CIPL IN AR Y G U ID E L IN E S
Definitions
Unexcused Absence – an unexcused absence occurs when an employee fails to report to work on
his/herassignedshiftormandatoryovertime orif an employee works less than half of their scheduled
shift.
Tardiness – a tardy occurs when you clock-in after your scheduled start time without prior approval of
your supervisororyoursupervisor’sdesignee. Anunauthorizedtardyresulting in missing less than half
of your assigned shift will receive one half (½) unexcused absence per occurrence.
Early Out– an earlyoutoccurs when you clock-out before your scheduled shift end time without prior
approval of your supervisor or your supervisor’s designee. An unauthorized early out resulting in
missinglessthanhalf of yourassignedshiftwillreceive one half (½) unexcusedabsence per occurrence.
Missed Time Clock Punch(es)

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Attendance Policy Proposal
Employees are expected to bring their badges (Work ID’s) to work every day. If an employee forgets
theirbadge, they are required to complete a Missed Punch Form and submit it to their supervisor. An
employee that establishes a pattern and/or excessive missed punches will be subject to disciplinary
action, up to and including termination.
Corrective Action Guidelines
Employees are charged with knowledge of and responsibility of their attendance record. At the
Company’ssole andabsolute discretion,immediate dismissal withoutprior written or oral warning may
be warranted for any offense. There is no right to or guarantee of progressive discipline or warnings
prior to termination.
Corrective Disciplinary Action
The first five (5) unexcused absences, tardy and/or early out within a rolling 12-month year are
documentedbymanagementonanAttendance Calendarandwill notresultindiscipline. After the fifth
unexcusedabsence during a consecutive 12-month period, discipline will be administered as follows:
 6th
UnexcusedAbsence WrittenVerbal Warning
 7th
Unexcused Absence Written Warning
 8th
Unexcused Absence Final Warning
 9th
Unexcused Absence Termination
Corrective DisciplinaryAction – Final Warning
Three (3) final warningswithininaconsecutive twelve(12) monthperiodwill resultinTermination.