What are the most effective ways to incentivize employees to maintain good attendance?

In my personal experience, rewarding and recognizing people works the best. Introduce a bonus or incentive program tied to attendance who who maintain perfect or exceptional attendance over a specified period could receive monetary bonuses or other rewards. Acknowledge them publicly for them to feel special and they will continue doing that plus encourage others to do better and be recognized.

In the contact center industry, flexibility is the key. The equation is simple: the greater the number of options for flexibility you can offer your staff, the better the outcomes across the board. Contact centers have a long history of being viewed as inflexible (you must adhere to that schedule, precisely) - yet this is no longer a sustainable model. Fortunately, there's a path you can follow by leveraging workforce automation. WFM automation allows organizations to leverage natural intraday variance to open up far more options for employees. Expanding flexibility options with technology, employee-first policies, and processes is a win-win for both the employee and the company.

In my humble opinion, Attendance is a direct result of motivation. As a manager, the best you can offer is a clear path for your employee's career. everything else came as support (work flexibility, bonuses, etc.). once your employees are part of your project, have a sense of their deliveries, their attendance will take on meaning.

Offering flexible work options allows employees unlimited working opportunities. Balancing work and life is hard enough. If deadlines are met and projects are completed, does the standard working schedule really matter? Employees who have flexible schedules and a hefty vacation day bank will feel less pressured in the workplace, and more motivated to master their career.

In my experience in call centers, providing the frontline with some options in which to self-manage goes a long way to show that a positive employee experience is valued in the workplace. Allowing reps to decide how to use their daily allotted 30 minutes of paid break time, for example, is one simple solution to improving the employee experience while having minimal impact on the big picture.

When employees burn out, they take time off. Driving 100% output over a sustained period will do that to most humans! Encourage time off and provide flexibility but you’ll also need a plan for where the work goes as a leader. Or a reduced workload. Because workaholics will just keep going!

Felxibility is the key. There are different Scheduling Model that does provide employees with schedule close to their preferred shift and week-off. This helps them manage their personal and professional life in a more balanced way, ultimately improving attendance. Preference Based Scheduling Model is one such model followed in few industries.

With a global skills shortage, increased competition, and 5 generations in the workplace, worker preferences are adding pressure on organisations to rethink their talent acquisition/retention. Supporting a better work-life balance is likely to increase the tenure of employees as well as reduce costs. Companies can address these challenges is by offering greater flexibility to their employees. Location/ schedule flexibility gives employees the freedom to work from anywhere/at any time in the world. You can introduce and flexibility by; - Building an internal infrastructure for asynchronous working. - Embracing a flexible workplace culture. - Creating and having supporting policies and guidelines.

If incentivizing people via if/then rewards is the only way to get them to show up and perform, you’ve got bigger problems. Extrinsic motivators aren’t sustainable, and generally lead to worse outcomes. Instead of focusing on your incentive structure focus on your development as a whole. Getting to know your people, fostering a culture of purpose, doubling down on leadership development, coaching, and providing growth opportunities through the enablement of autonomy and ownership of all sorts — when backed with top of market pay and benefits — will always be evergreen. Sticks and carrots are a relic of the past and studies have disproven their effectiveness time and time again for much of the work that we find ourselves doing today.

In this era of WFH, the below pointers would really support employee attendance at workplace: 1. Flexible timings 2. Work Culture 3. Inclusivity in decision making 4. Childcare facilities 5. Understanding employee needs and matching it with business needs

Or you can offer an Attendance Bonus Pool. Instead of individual attendance bonuses, create a bonus pool that grows with each day of overall good attendance. Once it reaches a certain amount, distribute it equally among all employees. This encourages a team-focused approach to attendance.

Rewards and recognition boosts employee morale and will definitely make them want to contribute more and add value to work. It is imperative for organisations to recognise their employees periodically for exceptional work and initiatives taken at work

Certainly! Here’s a condensed list of recognition and reward ideas for good attendance: 1. Employee of the Month/Quarter awards 2. Monetary bonuses or incentives 3. Extra vacation days or paid time off 4. Public acknowledgment in newsletters or meetings 5. Gift cards, vouchers, or prizes 6. Professional development opportunities 7. Team celebrations or outings

Recognition and rewards would resonate and incentivize employees more as it gives them a target or goal to strive for. I always looked forward to hitting milestones and receiving a placard and/or points to choose a gift from the catalog. Additional time off is a good reward as well.

Pour la récompense individuelle si certains sont motivés par de l argent d autres peuvent l être par du temps supplémentaire de congés mais pour moi la récompense collective incite à la cohésion d équipe et donc à l assiduité : une journée cohésion d équipe a l extérieur de l entreprise avec une activité de groupe et un repas sont tout autant apprécié .

If an employee maintains His/Her attendance, we need to provide some reward to them. Also need to acknowledge their contribution in work and attendance. It will encourage other employees to get motivated.

Ensure employees are publicly recognized and rewarded for their excellent attendance records, which could include bonuses, paid time off, gift cards, or other perks.

I believe recognition is huge for anyone growing in a company. No matter how small it is. That one small gesture could shape how a person develops in the company. You can do things like: - Do a shoutout on a weekly call - Annual Awards that go beyond just top performers - One on Ones that are more than just how to do better but what that person is excelling at. Motivate them to do more!

Add incentives, recognizing good employees not necessarily for attendance because some people have cancer and chronic illnesses and it can’t be helped and you wouldn’t want to isolate those people from being able to receive an incentive. In my experience, giving people things whether it be a gift card to Tim’s or what not showed a huge improvement in their productivity

I hold a deep respect for individuals who show responsibility in their work. Besides delivering excellent outputs, they prioritize good attendance. However, we don’t endorse employees working while genuinely sick. As it's essential that they take medication and get adequate rest. A meaningful way to acknowledge their efforts could be through recognition during our company's annual D&D / Cohesion. This could involve incentivizing them with cash vouchers or tokens of appreciation, setting a positive example for others to follow.

In trades, a fair attendance or “hours-worked” policy is key for moral and happy workforce. Equal pay and equal opportunity to earn the pay is a plus. Again, this should be experienced form the top down within the fabric of the company’s culture.

Clear and simple to understand policy backed by adequate support is what requires to make anything successful. - Quarterly email with policy details could be great way to remind employees. - Central self help portals could be another way to be transparent. - Real time attendance logging system and dashboard.

Possui uma política clara e consistente realmente ajuda muito no dia a dia, pois norteia os colaboradores, demonstrando o contexto que devem seguir, porém deixar claro que o atendimento é além de scripts e manuais, precisamos passar a essência, somente dessa forma teremos um atendimento fora da curva.

Before hiring, I spent time determining the average salary of the employees I intended to hire. I also looked to the benefits offered to those employees. Once I finished my analysis, I offered better pay than most along with much better PTO options. Once the policy was finalized it is provided it to each agent to read which included the company expectations, allowances (I hired during the pandemic), and discussed situational issues with each employee. Having an understanding of what is expected of the employee will help to prioritize and create a firm yet fair policy for both the company and the employees.

Yeah, the attendance policy for the employees should be fair and good. Also need to apply this fair policy on all the employees. No one should be not included

Understand the reasons for absenteeism: Conduct surveys or focus groups to understand reasons employees miss work, such as illness, family emergencies, lack of motivation, or dissatisfaction with the work environment.

To create a fair and consistent attendance policy: 1. Define clear attendance expectations. 2. Apply rules consistently to all employees. 3. Allow reasonable flexibility when needed. 4. Educate employees about the policy. 5. Keep accurate attendance records. 6. Use progressive discipline for violations. 7. Regularly review and update the policy.

While I fully support the idea of a fair and consistent attendance policy, it’s essential for our employees to understand the underlying purpose of this policy. It's intended to discourage those who might exploit the system designed to support those genuinely in need, using it to avoid work rather than for its intended purpose. In a previous role, I encountered a company that took an extreme approach. They meticulously tracked tardiness, flagging every individual even for minor lateness of just 5 minutes, using thumbprint tracking. Similarly, they penalized those who took more than 3 sick days in a year. I found this approach quite excessive, even though I belonged to the group with perfect attendance and punctuality.

Implementing a fair and consistent attendance policy is crucial in fostering a productive and harmonious work environment. Such a policy sets clear expectations and standards for attendance, ensuring that all employees are treated equitably and understand the implications of their attendance habits. This approach not only helps in maintaining operational efficiency but also in building trust and transparency within the organization.

I firmly believe this is the main ingredient for any organisation. A supportive work culture ensures not just from Organisational goals but it also considers the element of personal support as in when required. However leaders have to be cognisant of the fact that it is not being misused. Understanding the mental state of an employee and handling it the right way can bring in higher efficiencies which will result in better ROIs.

I believe positive and supportive work culture is a cornerstone of organizational success, fostering an environment where employees feel valued and motivated. In such a setting, open communication is encouraged, enabling team members to freely express ideas and concerns without fear of judgment. This transparency builds trust among colleagues and cultivates a sense of belonging. When individuals feel supported, they are more likely to collaborate effectively, leading to increased innovation and productivity. Additionally, a positive work culture promotes employee well-being, reducing stress and burnout.

A positive work culture has to start from the top. It is the leaders that make or break the culture of a workplace. Some of the practices that I think are helpful: - Being approachable for your team, letting them know that they can reach you for any kind of help/concerns - Keeping all the team members engaged with fun huddles and if possible some recognition as well - Making it about the work people put in and not the hours they spend in the premises. - Making sure the team members are aligned to collaborate with cross functional teams for day to day tasks if needed. Make sure you can be a bridge for it, if necessary - Lastly, helping people prioritise their time better and letting them have sometime to work upon themselves too.

In my experience, the work culture is more important than anything else because it sets the tone for the entire organizational experience. A positive work culture not only influences the day-to-day interactions among colleagues but also plays a crucial role in shaping the overall success and reputation of the company. It creates an environment where employees feel motivated, valued, and empowered, leading to increased productivity and job satisfaction.

What’s in it for them? Think about that. Too often meetings are just time suckers and also soul suckers. How can you add in some ways to actually keep the attendees? Can’t think of anything - ask them!

A good way to do this is to get their buy-in to organization goals. Tell them what it means for the team to put in the effort so that we can reach specific goals! It's good to provide a big picture once in a while on how their work can affect the team, project and organization. Put them in the know to get them passionately involved. I've always let my team know how their job at the floor level provides a positive impact to our monthly numbers. And when the right time comes, celebrate and reward these small milestones to show them what they mean to the company!

Offer support and lots of encouragement - Offer assistance and resources to employees to address absenteeism issues, including childcare assistance, employee assistance programs, and health insurance options.

As I have been a beneficiary of this positive work culture in my starting days of my professional career, which has helped me to go the extra mile to do more than what I have to do from the role given. It helped the organisation as well. I strongly vouch for the positive work culture which will help anyone to produce the required results.

Culture is key and it’s not a ‘thing’ that you can just change or switch on or off. It’s multi-faceted, employees have to feel safe, like they can speak up and voice an opinion, collaborate, feel empowered, respected, supported and engaged. Having good quality policies and processes in place, good leaders who inspire and motivate, honesty and trust, performance feedback, development opportunities, career progression etc all feed into culture as well as much more. I hate it when leaders assume how employees feel too, you’re often so wrong! Just listen

Something that I found relevant in my working experience is to foster a positive and supportive work culture, focusing on clear communication. Have you ever had that chief or colleague who transform your workplace into a thriving ecosystem where ideas flourish and accomplishments shine? Those peer with whom you can intertwin minds through collaboration? Do you temember that leader frankly celebrating victories like confetti in the air, recognizing each triumph as a testament to collective brilliance? That is the kind of work-life that inspires rather than overwhelms. In these teams leaders vonstantly tune in to the pulse of feedback, harmonizing people efforts to create an ever-evolving masterpiece of workplace satisfaction!

Employees typically work to fulfill a different purpose in their life. It could be to put a child through college, caring for a loved one, saving to start their own business, getting out of debt, becoming a millionaire, etc. Understanding a person’s true motivation for working can aid in connecting positive or adjusting feedback during coaching sessions to the achievement of their underlying goal for working in the first place. The key here is the feedback must be specific to the person since everyone’s motivations are different.

In my opinion an office culture where people do not judge each other for chit chatting an extra 10 min in a pantry or coming late or going early. An environment with healthy competition, team spirit, clear understanding of company vision and freedom to explore and learn can be a good mix to attract employees to office. Make office a happy place to be in and attendance will go up automatically. A good coffee machine or snacks can’t do the trick.

As per me feedback and coaching play pivotal roles in fostering a cohesive and high-performing team. Constructive feedback provides team members with valuable insights into their strengths and areas for improvement, promoting individual growth and skill development. It cultivates a culture of open communication, where team members feel empowered to share ideas and address challenges. Additionally, coaching offers personalized guidance, enhancing employees' abilities to navigate complex tasks and overcome obstacles. Both feedback and coaching contribute to building trust within the team, as individuals feel supported in their professional journeys.

To provide effective feedback and coaching: 1. Give timely, specific feedback. 2. Offer constructive criticism and solutions. 3. Highlight strengths and successes. 4. Listen actively and engage in dialogue. 5. Conduct regular coaching sessions. 6. Set clear, achievable goals together. 7. Encourage skill development and growth opportunities.

a professionally delivred feedback and coaching i belive is the corner stone for any employee evaluation and performance especially if it was done right and focus on the positiveness will surely help with employee productivity and sense of achievement.

Staying in the same company for 5-10 years doesn't guarantee professional development or expertise, especially if their methods are outdated. It's essential to stay updated with current trends, policies, best practices, and continually upgrade skills with new tools and technologies to enhance work productivity. Without ongoing growth and development, we risk becoming mere machines, which can be demotivating. I'm thankful for our weekly check-ins, newly introduced monthly Individual Development Plans, mid-year reviews for progress assessment, and the final year assessment, which collectively support our ongoing growth.

The key to the feedback and coaching is to identify the root cause(s) of poor attendance and then create a gameplan to drive better attendance. This is likely to be a combination of incentives, schedule changes, driving accountability to resolve an issue in their personal life driving absenteeism (i.e. more stable day care, back-up support for children, etc..) or awareness of the impact they have on the business by being late or not there to serve customers.

We try to make retraining and coaching fun. If we have to refresh an employee, we state it with the knowledge that we're all human and will make mistakes. Being human myself, I will regularly point out my own mistakes to my team. This, I feel, is necessary to establish rapport and camaraderie when retraining or providing feedback. This works for only so long, and only for certain types of people. I typically Type B personalities as I know they will mesh well with the other agents on my team. Having conversations about general topics will help you to understand your employee and, in turn, help you to determine the right way to provide feedback, training, etc.

It is instrumental to provide timely and precise feedback to employees to help them grow and maintain in a company. - Be transparent. Not everything is easy to hear but when you know there is something wrong it is easier to fix it. - Give examples and pathways to correct any small or major issues. - Be a leader and lead by example. Any feedback or coaching you give out, Do it yourself.

Feedback is a two-way street. They're not just for addressing attendance issues but also for recognising and reinforcing good attendance habits. This approach helps in understanding and mitigating the challenges faced by our team members.

Giving employees a voice in how things are done bring company culture to a whole new level. It shows that you have a level of trust in employees. With their voice being heard they feel apart of the bigger picture.

Involvement leads to commitment. By including employees in decision-making processes, especially those affecting their work lives, one would see a marked improvement in attendance.

Sem dúvida isso melhora o sentimento de pertencimento da equipe, uma vez que se tem um ambiente emocionalmente seguro e permite-se que o colaborador contribua com suas sugestões e soluções, sem julgamento, isso não só estimula o crescimento e o desenvolvimento individual do funcionário, como e principalmente, garante um ambiente mais plural e diverso.

In my experience, involving the employees in decision making and listening to their opinions make them feel empowered and increase their engagement .

Employee’s commitment driven by ownership which give them the feeling that they own the wheel, as well give them the chance to learn by practice from their decisions & how it’s impact the overall goals, as well appreciate the value of their opinions lead to genuine safe environment for leadership skills which is the core foundation for any leader. One of the good example blood donors were increased by simple question which arm you would prefer to donate from.

I mentioned this in Section 4. It's my passion to let my team be the best they can be, so I always allow them to make suggestions, even if it would go against our policy. If the suggestion is better, I will do my best to implement, within the constraints of jurisdictional requirements and compliance.

In my experience if you involve them in discussions and let them state their ideas. You make them feel important and make them feel that they really belong in a family.

This is a good one. I had and example in my practice when one of the team membres was always complaining about how the schedule is created. At some point, together with my partner Lead, we gave this person an assignment to create a schedule on their own for the entire team (actually, 2 teams as we had a joint schedule). This experiment led to amazing benefits - this person stopped complaining, learnt a lot about scheduling rules (including labour law specifics) and became our scheduling POC!

Creating excitement for employees to look forward to showing up at the workplace can be really effective. In Malaysia, a great way to do this is through makan-makan events. Hosting special lunches where employees can dine with management or mentors makes them feel valued and offers a unique chance for personal interaction. Team lunches are perfect for building stronger connections within groups, as they provide a relaxed environment to bond over shared meals. For a broader impact, company-wide lunches, possibly themed around Malaysian festivals can enhance the sense of community and belonging.

La plus simple façon d'avoir une bonne ambiance au travail c'est de préserver le bon transfert des compétences, l'entraide entre toute l'equipe et être à l'écoute des collègues et collaborateurs.

Tiempo con las personas: debes de conocer a tu gente, sus fortalezas y debilidades no solo como trabajadores si no como personas que somos!

In the face of persistently poor attendance, our workplace embarked on a transformative journey. Analyzing attendance patterns alongside diverse variables, we sought feedback through surveys and focus groups. Armed with invaluable insights, we revamped our attendance policy, introducing flexibility and favorability. Our commitment extended beyond policy changes—we delved into the root causes of attendance discomfort, addressing issues in the work environment and personal challenges. The result was a workplace where attendance became a choice embraced willingly. The transformation illustrated the profound impact of empathy, flexibility, and proactive problem-solving in cultivating a vibrant and engaged workforce.

Sempre peço que os liderados reflitam diariamente se o atendimento que realizam é o mesmo que ele gostaria de receber. Principalmente nos dias atuais, em que grande parte das empresas possuem canais de auto-atendimento, os clientes só acionam o atendimento humano se for realmente necessário, seja por falta de opções pelo auto-atendimento, seja pela urgência na resolução do seu problema. Portanto, se alguém chegou até você é porque você tem plenas condições de ouvir, entender e atender tal demanda. E, garanto, não há nada mais recompensador do que saber que você ajudou outra pessoa e até superou as expectativas dela.

Although, it is really Industry based thing that which approach can work better to manage attendance regularity. However, it is mandatory while implementing any strategy/policy that if it will improve your emplyee's "Work Life Balance" than it will improve attendance. So, it might be flexibility, money, training, strict policies, etc.

Offer Health & Wellnes Program Company can offer support to iprove a persons wellnes and promote a healthy life style. This can include: - Gym memberships - Mental health coaching - Yoga & meditation classes This will encourage attendance and reduce absebtcy due to illness

Take good care of your employees, in terms of compensation and other benefits. Involve them in the decision making, make them feel that they belong, that they are not just working for you and having the job done.

What are your thoughts about non-work-related office activities, wherein the management will pressure you to take part in or participate?

One of the most effective ways to encourage and to keep employees engaged, is manage them well, setting constant challenges and goals to make them feel important and valued. Human beings must be constantly challenged, so they feel part of a whole or something. Value small attitudes and the act of collaborating. I learned from a great Master! .. In a high performance team, who should we value? One to the detriment of the other or the other to the detriment of one? No... Everyone needs to be valued excess or barriers.