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+---
+aliases: 
+infraction: absenteeism
+tags:
+  - workplaceRules
+  - accountabilty
+  - attendance
+---
+Absenteeism occurs when an employee exhibits unsatisfactory attendance by missing an unacceptable amount of their scheduled work hours. Mainly, that means missing scheduled shifts, but there are some other forms of absense this article will cover.
+
+To a certain extent, absences can be excused or overlooked. This is mainly the case when an employee has otherwise very good attendance and is absent for reasons outside of their control. The same is often true if an employee who has great attendence needs to unexpectedly take a day off work for personal reasons.
+
+In general, an employee is considered to have [[satisfactory attendance]] if they are at work for 97% of their scheduled hours. For a person who works [[full-time]], that roughly means they can miss about 7.5 days a year. More than that generally means the employee does not have satisfactory attendance, and even absences for "good reasons" could be considered absenteeism.
+
+## Other types of absense
+A person is normally considered absent when they miss all or most of a day they're scheduled to work. However, there are some other kinds of absense. The article on [[Foundations and Governance/General Policies/Attendance]] goes into more detail about this.
+
+The primary forms of absense aside from the obvious (missing work completely) are as follows:
+
+- **Missing from post**: an employee is mysteriously missing from their assigned or expected work area. This could be considered absenteeism if it happens often.
+  
+- **Presenteeism**: a person is at work when they shouldn't be. Examples include being very sick and contagious (presenting a risk of getting other people sick) or being in a state where they can't actually do their job (like a bad hangover or without sleep). This could be considered absenteeism if it occurs often.
+  
+- **Virtual absense**: The employee is working remotely or at a satellite location but they're not reachable by coworkers or managers. For example, an employee working remotely has their chat app muted and isn't responding to messages. Another example might be the employee is supposed to be on the clock but isn't answering the phone.
+
+## Examples of Absenteeism
+
+An employee should be written up for Absenteeism in any of the following cases:
+
+#### Absent with inappropiate notice
+The employee should be written up if they were absent without appropriate notice and they don't have evidence they couldn't have provided notice.
+
+##### Example 1: Sick kid magically feeling better
+A person texts you an hour before their shift is supposed to start and they tell you they're going to be absent because their kid was puking last night and is still sick this morning. They don't have any real explanation for why they couldn't send notice last night or the reason they thought their kid would magically feel better this morning.
+
+##### Example 2: Notified the wrong way
+A person is absent from work, and they notified you by emailing about or texting a coworker instead of reporting it in the online timeclock software. Their reason for not using the timeclock is their computer was messing up, but they don't have any evidence of that or the same thing has happened several times.
+
+#### Multiple absences with a pattern
+ An employee who is absent more than once for the same general reason over a period of 90 days should be evaluated for a write-up. Factors to consider include:
+
+- Do they have proof the situation is real?
+- Do they have proof the situation couldn't be avoided or planned for?
+- Do they have proof they have taken reasonable actions to prevent similar situations from happening again?
+
+ If the answer to any of the above questions is no, the employee should be written up for Absenteeism.
+
+##### Example 1: Particular days
+The person has shown a trend of being absent on a particular day the week or month, like calling off on Mondays or Fridays. For example, the employee has called off work on a Monday every month for the last 3 months. In one case they said it was because of a broken water heater. Another time it was a sick kid. A third time it was car trouble. However, it always seems to be on a Monday or Friday.
+
+##### Example 2: Reactive to situation
+The person has a pattern of calling off work based on a particular kind of event or situation. For example, an employee who is supposed to assist with unloading trucks calls off work for some reason the day after actually having to unload a truck. It's happened 2-3 times within the last three months.
+
+#### Excessive absences
+ If an employee is absent too often, regardless of why they are absent, they should be evaluated for a write-up. Factors to consider include:
+
+- Have they been absent for more than 3% of their scheduled days over the last 90 days? For most people, this means missing more than 2.5 days.
+- Did their life circumstances change, but the employee failed to update their schedule availability to reflect when they can work?
+- Will they have less than 8 hours of PTO remaining if we were to apply PTO to the most recent absence?
+
+ If the answer is yes to any of the above questions, the employee should be written up.
+
+
+#hr #infraction #attendance
+
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+[[Insubordination]] refers to an employee who is outright disobedient or disrespectful to a manager or owner of a business. This includes engaging in actions or behaviors that undermine authority, like spreading gossip or rumors.
+
+Insubordination is one of the most serious infractions at our company, and the linked expanded articles explains more about it.
+
+Examples of insubordination include:
+
+- Refusal to obey commands of a supervisor
+- Disrespect shown to higher-ups in the form of vulgar or mocking language
+- Directly questioning or mocking management decisions
+- Defacing posted signs or policies
+
+Additionally, disobedience can mean gestures such as non-verbal cues showing dissatisfaction or eye-rolling.
+
+#### Bad Employees
+An employee might not show outward or obvious signs of insubordination. For example, an employee that gossips about others or spreads false information is being insubordinate because they are undermining authority by doing so.
+
+#### When to Detect Insubordination
+
+You can spot the signs of insubordination when:
+
+- A directive was issued, but it was never followed through, intentionally.
+- The employee understood instructions that were given but refused to comply.
+- Non-performance or outright refusing to conduct a task.
+
+Not all factors may be present when it comes to spotting disobedience, but it is best to use good judgment based on each situation.
+
+#### What Is Not Insubordination
+Some nuanced workplace misunderstandings or miscommunications will happen, and shouldn't be considered insubordination.
+
+- If the employee misunderstood instructions and did not complete a task as a result.
+- The employee questions any ethics or legalities of a particular directive coming from a manager and did not follow through with the command. An employee should express such concerns to another higher-up.
+- If an employee engages in a private conversation conveying why a direct order was not satisfied.
+
+#### Solid grounds for termination
+In some cases, insubordination is solid grounds for fast-tracked termination, such as:
+
+- The employee makes multiple excuses and will not apologize for missed deadlines or incomplete work.
+- The employee blames other people for missed or incomplete work.
+- The employee won't take responsibility for their actions.
+- The employee is blatantly or consistently disregarding a workplace policy, like a posted sign in the work area.
+
+#### Examples of Insubordination
+This section includes some examples of insubordination.
+
+##### Example 1: Habitual
+You ask an employee to do something they clearly understand how to do, like take out the garbage before they leave. They keep leaving for the day without taking out the trash, and they don't come and tell you the reason unless you ask. Every time you ask about it they have an excuse, they try to complain about other people, or they tell you they need to be reminded.
+
+The person is insubordinate because they are repeatedly failing to do what they're told and they aren't taking constructive steps to fix the reason.
+
+##### Example 2: Direct
+You ask an employee to do something specific which you know they're able to do, like unloading the UPS truck. They outright refuse to do it by saying something like "why can't Bob do it?", "fuck you, unload it yourself", or "nah, that's not my job".
+
+##### Example 3: Undermining
+An employee isn't directly refusing to follow orders or obey policies. Instead, they are indirectly undermining your authority in a way that causes other people to disrespect authority or feel like disobedience is acceptable.
+
+For example, you post a sign reminding employees to take out trash at the end of the day. Then, you find out an employee is defacing the sign and joking about it to other people. They post a sign next to yours that's a parody or a joke.
+
+##### Example 4: Chain jumping
+This is when an employee disobeys what you've told them and tries to excuse it by asking a different person.
+
+Here are some examples:
+
+An employee asks if it's okay to play music over the loudspeaker and you tell them it's not okay because it causes a safety issue if other people can't hear important things over loud music. They don't like your answer, so they go ask somebody else what they think about the situation. They don't mention they already talked to you about it.
+
+##### Example 5: Derailing or muddling
+You're trying to talk to employees about what tasks you need them to and a person keeps interrupting the conversation with unrelated things. Despite asking them to hold any questions until you're finished speaking, they keep interrupting or distracting. For example, you're trying to explain which projects everybody should be working on, but somebody keeps making suggestions about how to do the work a different way.
+
+Another example: you're speaking to several employees about the appropriate way to do the work. An insubordinate keeps re-phrasing what you're saying in a way that over-simplifies or twists the meaning. Like you're trying to explain to people how distractions around the packline can cause all kinds of problems, and you give a bunch of examples of distracting behavior. The person keeps making positive-sounding statements that actually conflict with what you just said. You said "no phone use in the area" and they're saying "if you get a call remember to go outside to take the call"... except that isn't what you want people to do. You want them to turn their phones off while working.
+
+##### Example 6: Willful Miscommunication / Misunderstanding
+You're trying to explain to employees the correct thing to do when unloading a truck. One person in particular is more focused something unrelated like playing on their phone or emptying trash. Later on, they don't unload trucks correctly. When you ask them about it, they have excuses like "I didn't know that", "I misunderstood", "I don't remember", or something like that.
+
+In another case, you've told a person that they are supposed to clock out for break. Instead of doing that, they just text you when they go on break. You tell them they need to use the time clock, but they respond by saying "I just thought you needed to know when I'm on break". You explain to them they need to use the time clock, and instead of agreeing to do that or apologizing for not doing it, they start complaining about other people or they try to change the topic to something else.
+
+##### Example 7: [[Shadow process]] champion
+This is where a person champions or encourages an unofficial process to other employees that produces unwanted results and they didn't talk to you about it beforehand.
+
+For example, you recently talked to employees about making sure they get permission from their supervisor before leaving for break and using the timeclock to clockout. An employee doesn't use the time clock or talk to you about leaving for breaks. Instead, they send a group chat message that they are going on break. After making it clear that is not what you expect them to do, they keep doing it anyway. This is insubordinate because the person is showing other employees it's okay for them to do the same thing, even when it's not.
+
+##### Example 8: The non-participant
+This is where a person is habitually a non-participant in training sessions or discussions where processes, rules, or policies are being discussed. Then later, the person claims they didn't know what was expected, misunderstood, etc.
+
+For example, this person is constantly doing things like the following during meetings:
+
+- Repeatedly leaving to use the bathroom or check their phone;
+- Sleeping or pretending to sleep;
+- Making small talk and changing the subject;
+- Asking repetitive questions that have already been discussed.
+
+This is insubordinate for two different reasons. First, it's demonstrating to other employees they can be disrepectful and disruptive. Second, it's providing a later "excuse" for why this person will not do their job correctly.
+
+#hr #infraction 
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+Misconduct is any behavior that goes against the 
+[[General Rules of Conduct]], [[Guiding Principles]], or other policies that dictate how employees should behave at work. This might include unethical, unprofessional, or even criminal behavior that takes place within a workplace setting.
+
+Some examples of workplace misconduct include sexual harassment, discrimination, bullying, violence or threats of violence, falsifying records or documents, dishonesty or theft, and misuse of company resources. Misconduct may also occur when an employee's actions or behaviors make the company look bad or sour the company's reputation.
+
+1. Sexual harassment
+2. Discrimination
+3. Using company resources for personal gain
+4. Unprofessional behavior, such as shouting or swearing
+5. Unauthorized sharing of confidential information
+6. Plagiarism or stealing of ideas
+7. Refusal to follow company policies and procedures 
+8. Falsifying documents or records 
+9. Physical violence or threats in the workplace 
+10. Theft of any kind
+11. Intimidation or bullying
+
+In other words, misconduct occurs when an employee does something for personal gain that is harmful to other people.
+
+## Notification stance
+When an employee is terminated for misconduct an announcement should be made in most cases.
+
+Internally, the announcement should explain what happened and cite the particular policy or type of action, but specific details should be excluded. This is to make sure other employees know we take the policy seriously.
+
+Externally, customers who have had communications with the employee should be notified in a less specific manner. This is to achieve two things. First, if the customer had a bad experience with that employee, they don't blame the rest of us for it. We're demonstrating that we clean up our own mess. Second, if the employee tries to contact the customer later on, the customer will know the employee was terminated for a reason.
+
+The exception to this notification is where some kind of legal action is expected to take place or where making an announcement might actually cause further problems.
+
+## Potentially non-obvious types of misconduct
+
+### Actions outside work
+Some actions taken outside work may still be considered a Misconduct infraction where the actions make the company look bad, compromise the trustworthiness of the employee, or involve a coworker.
+
+Some examples might be:
+
+- An employee who sends inappropriate text messages to a coworker outside hours.
+- An employee gets into a bar fight while wearing a company logo.
+- An employee is convicted of a crime that infringes on our trust in them, like stealing or fraud.
+
+### Time Theft
+Time Theft occurs when an hourly employee claims to have worked hours they didn't actually work, or remains clocked in when they are not actually working.
+
+Here are some examples of Time Theft.
+
+#### Ex1: Breakfast hour
+An employee comes to work, clocks in, and then eats breakfast. While eating they aren't doing any work. They're just looking at social media on their phone or chatting with coworkers about personal topics.
+
+While this might happen from time to time, people are not robots, a person who makes a habit out of it is guilty of Misconduct.
+
+#### Ex2: Dragging out the day for personal reasons
+Imagine an employee wants an advance on their paycheck so they can put a new tire on their car. They wait until five minutes before their shift ends to ask about it, and the manager informs them we can't help on such short notice. Instead of accepting that answer, the person continues to argue about why they should be given a pay advance, and it causes both them and the manager to be at the office for a half hour after close.
+
+The employee should not expect this to be paid time. However, the manager can't leave until the employee leaves, so the manager does have to be paid for this time.
+
+This is also a form of Time Theft, and therefore Misconduct.
+
+
+
+#hr #infraction
+
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+An infraction for "Other" is used when an action or behavior doesn't clearly fall under one of the major 8 categories. Really, it means whatever happened appears to cause some kind of problem, there might not actually be a rule about it, and we need to decide if there should be.
+
+Here's an example of this:
+
+At one point, we had a situation where an employee was parking their car on the sidewalk. That wasn't clearly against any rule, but some people were upset about it. Some people were concerned it made the business look bad. Other people were upset because it made it harder to take out trash. The person who was parking on the sidewalk wasn't aware it was causing an issue for anyone else.
+
+In that case, a written warning as "Other" is basically saying we need to decide on a policy or rule about it, because nobody can seem to agree about the situation.
+
+In general, written warnings for "Other" don't trigger any corrective action unless we determine some other box should have been checked and wasn't. Rather, we might ask the employee to stop doing whatever action it is until we decide what the policy should be about it.
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+A Policy Violation occurs when an employee ignores or disregards official methods or rules. A person can be cited for a policy violation even if skipping or disregarding the policy didn't cause an immediate problem.
+
+The reason is that official processes and methods have been developed over time with care and thought. Each policy and step exists for a reason, usually to avoid some kind of accident, loss, or other problem. When an employee doesn't follow official policies and methods they could be unwittingly creating risks that aren't immediately obvious.
+
+## Why policies and processes exist and need to be adhered to
+In general, a policy or process exists because otherwise there won't be any common sense. Policies are generally created around situations where 2-3 people presented with the same decision would likely reach slightly different conclusions or need to debate what to do. That's especially true if they have different levels of experience or perspective about the situation.
+
+For example, when confronted with a ringing telephone three different people might reach three different conclusions about what they should do:
+
+- Person A thinks they should get a supervisor.
+- Person B thinks they should ignore the phone and keep working.
+- Person C thinks they should answer "Hello, LDR, how can I help you?"
+
+All three people are probably reaching conclusions that feel like common sense. The problem being, each of them would probably disagree with each other or be surprised by each other's decision.
+
+Policies and processes exist to eliminate that kind of confusion and frustration, as well as protect us from non-obvious risks that might be unapparent to people in a given situation.
+
+### A policy may exist to protect from harm
+In many cases policies may exist to protect other employees from some kind of unforseen or non-obvious danger.
+
+For example, if an employee answers the phone, they are not supposed to answer any questions about who's at work or what their schedules are. That might seem arbitrary to people who don't understand the reasons, so they might be tempted to fudge that rule. The problem being that answering questions about who's at work or what their schedule is could aid a stalker in accosting an employee or let a burglar know the employee isn't home.
+
+### Policies may exist to ensure consistent results
+In other cases policies may exist to ensure the results of our work are consistently what the customer wants.
+
+For example, when a person is doing picking or STOW, the placement of barcodes on items matters a lot. However, it's not really important for people doing other jobs. That's why we have a policy to always put the barcode on the smallest side of a product because it makes the work easier for other people. That's important because our customers expect us to locate and ship items on a deadline, which we can't do if picking or STOW are bottlenecked.
+
+### Policies may exist to reduce communications overhead and meetings
+For common decisions arising in the business, there may be policies that act as a decision-making framework for how employees are supposed to respond. The purpose of these policies is to improve the consistency of decision making and reduce the time it takes to respond to situations.
+
+For example, it is unfortunately a situation that sometimes people no-call, no-show, meaning they don't show up to work or contact us. Our policy is if a person does that two days in a row we just assume they quit. That's to avoid needing to have a lengthy debate or discussion about it each time it occurs.
+
+
+## How to avoid and prevent policy violations
+As an employee, the best way to avoid policy violations is checking with your supervisor to clarify any rules, policies, or processes so you fully understand what they are. Before deciding to skip or bend the rules, run it past your supervisor to make sure it won't cause some kind of unforseen problem. This is especially important if you hear something that seems to contradict what you've read or heard.
+
+As a supervisor, focus on the most important processes and rules in your area. Regularly touch base with your subordinates about them. It may be helpful to distribute memos or post signage to remind employees about important policies.
+
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+A Quality of Work infraction occurs when an employee's work has too many mistakes or errors. Quality of Work is an issue when either an employee's work has too many minor mistakes or errors over a period of time or a single major mistake, especially if the mistake isn't reversible.
+
+The quality standards vary by task and project within the business, and they sometimes change based on customer demands.
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+A quantity of work infraction happens when an employee gets less work done than is normally expected. In rare situations, an employee who overproduces may also be created a quantity of work issue, which is explained further below.
+
+## Not enough work completed
+Af an employee has a habit of not completing the expected amount of work or they perform a drastically low amount of work, they should be subject to [[Corrective Actions]]. This includes situations where an employee is virtually absent. Like, they were technically at work, but they were so off their game or distracted they didn't really get any work done.
+
+The best way for employees to avoid this is through proactive communication with their supervisor about any issues that might result in getting less work done. Generally, when an employee is proactive and solution-oriented about this no corrective action will be taken.
+
+## Overproduction
+In rare cases it's possible an employee will get so much work done it actually causes a problem for somebody else. This is another kind of quantity of work issue.
+
+Here's an example. Let's imagine an employee is supposed to build boxes for the packing team to use for shipments. However, the person builds far more boxes than the packing team needs and now they're taking up so much space it's hard to move around the workplace. That might be a case of overproduction. However, cases of overproduction shouldn't normally trigger corrective action unless it's a repeating trend. Instead, a policy should be made about it and discussed with the workforce to avoid the same thing happening again.
+
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+A [[Safety]] infraction is when someone's actions or behaviors are harmful to (or could harm) people, property, or process in an irreversible way. Safety is very serious, so an employee should be written up whether any actual harm was caused. The write-up should specifically reference what kind of irreversible harm happened or could have happened.
+
+To elaborate on this, here's what we mean by people, property, or process and irreversible harm.
+
+#### People, Property, or Process explained.
+
+##### People
+The kind of harm would degrade a person's quality of life in a way that can only be healed with time, if at all.
+
+##### Property
+The harm would make someone's property less valuable or useful in a way that can't be fixed besides repairing or replacing the property.
+
+##### Process
+The harm causes (or could cause) a process to produce incorrect or substandard results in a way that can't be corrected, even by redoing the work.
+
+#hr #safety #infraction 
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+Tardiness occurs when a person is late to work or leaves early, and this includes returning late from a break or taking a break earlier than permitted. In other words, tardiness is about a lack of punctuality.
+
+Tardiness can occur for three primary reasons, and the reason for the tardiness should be considered when evaluating whether an employee has committed an infraction.