Attendance Management
Best Practice Guide
Table of Contents
Executive Summary ............................................................................................................................................. 2
Understanding Absenteeism ................................................................................................................................ 3
The Importance of Attendance ............................................................................................................................................ 3
Types of Absences .............................................................................................................................................................. 3
Workplace Factors .............................................................................................................................................................. 4
Personal Factors ................................................................................................................................................................. 4
Preventive Measures........................................................................................................................................................... 5
Attendance Management Program (AMP) ........................................................................................................... 6
Developing the Program ..................................................................................................................................................... 6
Tracking Attendance ........................................................................................................................................................... 7
Addressing Absenteeism ...................................................................................................................................... 8
Management Intervention and Support ............................................................................................................................... 8
Attendance Improvement Plans .......................................................................................................................................... 8
Addressing Non-culpable or Innocent Absenteeism ........................................................................................................... 9
Progressive Discipline for Culpable or Blameworthy Absenteeism .................................................................................... 9
In Summary ........................................................................................................................................................ 11
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Executive Summary
This guide has been prepared to assist your organization with developing an effective approach to attendance
management. Regular attendance is critical to enable an organization to meet its goals and objectives.
Management needs to take a consistent and fair approach to attendance management to both hold employees
accountable for absences, while considering their individual circumstances. There are various types of
absences, and employers need to know how to appropriately identify and address each.
This guide will help you understand the issue of absenteeism by explaining the importance of attendance, types
of absenteeism, workplace and personal factors that may affect attendance, and programs and resources you
can provide to address absenteeism. Using this guide, you can develop and implement an attendance
management program (AMP) in your organization that sets clear standards for attendance and a process for
tracking attendance. The guide also provides insight on how to address absenteeism through management
intervention and support, how to create attendance improvement plans, and different strategies for addressing
culpable and non-culpable absenteeism. Using this information, you will be able to successfully manage
attendance in your organization.
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Understanding Absenteeism
The Importance of Attendance
Regular attendance is crucial to an organization’s operation and should be considered an organizational goal. If
employees aren’t at work, they’re not working towards the company’s goals and objectives. Absenteeism can
lead to significant issues for the organization, including low productivity, low employee morale, and a decline in
quality of work. The success of your organization rests on the regular attendance of your staff.
According to Statistics Canada, the average Canadian worker misses 11.4 days of work every year.1
Absenteeism can have negative effects on all parties in the workplace. For the absent employee, time away
from work can result in a loss of income, and they may experience high levels of stress when they return due to
having to catch up on missed tasks. The employee’s colleagues must cover for them, which may increase their
workload, required hours on the job, and ultimately, their level of work stress. Where absenteeism is not
managed effectively, other employees may experience a decrease in their morale, which in turn may diminish
the quality of their work and overall productivity. The increased work stress may also lead to higher turnover
rates and lower job satisfaction.
Attendance management processes and procedures can help your organization identify and reduce
absenteeism, increase morale, and create reasonable expectations for employees who must be absent for
legitimate reasons. It is important to remember that not all absences are bad absences and that time away from
work is essential to the health and well-being of employees. To help you understand which absences good and
which are problematic, let’s explain the different types.
Types of Absences
While managing attendance, you will encounter various types of absences. To help you identify the forms of
absences covered in this guide, we have provided a definition and brief explanation for each type.
Absenteeism: The point or level of absence that is considered excessive and unacceptable.
Culpable or blameworthy absenteeism: Any absence from work due to factors within the employee’s control,
including unexplained absences without proper notification, observed patterns, and abuse of company
supported leaves. This type of absenteeism is grounds for progressive discipline.
Innocent or non-culpable absenteeism: Any absence from work due to illness or non-occupational injury,
including absences that may be a result of a disability. This type of absenteeism is not subject to progressive
discipline but rather management intervention and support to improve attendance.
Approved absences: Time off from work to which an employee is entitled by law or policy that may be granted
and subject to management approval. Examples include absences in accordance with the workplace injuries,
vacation, protected leaves, and other approved absences as determined by management.
There are a variety of workplace and personal factors that can affect an employee’s ability and desire to attend
work regularly. Let’s review some common workplace factors that could contribute to an attendance issue.
1
https://www150.statcan.gc.ca/t1/tbl1/en/tv.action?pid=1410019001
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Workplace Factors
A healthy work environment is an important factor in regular attendance, while poor working conditions can
increase absenteeism. Employees who work in environments where the culture is positive and supportive are
less likely to call in sick than those who, for any number of reasons, dread coming to work each day. Employers
should take appropriate steps to review and address each of these factors to ensure they are not contributing to
or the cause of absenteeism in the workplace.
Health and Safety Hazards
Health and safety hazards can create unsafe working conditions that lead to injuries or low employee morale,
resulting in absenteeism. Conducting a hazard assessment and implementing necessary control measures can
reduce the risk of injury. Remember to consider all types of hazards, including ergonomics, lighting, and any
other seemingly harmless circumstances that present serious problems when staff members work with them
every day. Bullying and harassment also fall under the category of health and safety hazards. Ensure that your
organization includes employees in the hazard identification process as part of the internal responsibility
system. When employees are involved in the process and know they are reporting to a workplace free from
hazards, they will be more likely to attend work regularly.
Employee Engagement
Employees with low engagement, who have become bored with their daily routines, need stimulation or run the
risk of developing a pattern of absenteeism. Proactive organizations address this by offering employees an
opportunity to take on new responsibilities, cross-training, and rotating staff between tasks to encourage them
to expand their knowledge, skills, and abilities through continual education initiatives. Lack of employee
engagement may also result in lower levels of job satisfaction, which can be identified in employee satisfaction
surveys and performance appraisals. Mangers can facilitate employee engagement by providing employees
with a degree of autonomy over their work, connecting their work with wider company goals to create meaning,
and providing tasks of varying degrees of difficulty.
Stress
Work-related stress can be caused by unreasonable job demands, unclear expectations, poor work
environment, lack of support, and lack of work–life balance. Internal conflicts and bullying can also be a source
of stress. If conflicts are not handled and resolved, conflicting employees may dread coming to work and may
call in sick to avoid having to face the situation. Long-term exposure to high levels of stress can contribute to
burnout and health problems, which may result in the employee needing more time away from work. In fact,
mental health accounts for 30% of all disability claims, and 70% of total costs associated with disability
annually.2 Managers should ensure that they set reasonable expectations and provide clear instructions to
enable employees to complete their work. Ensure managers regularly check in with employees to address and
resolve concerns about work-related stress.
Personal Factors
There are a variety of individual personal factors may also contribute to employee’s absenteeism. They may be
related to the employee’s lifestyle, physical health, mental health, and family circumstances. Employees may
disclose personal factors affecting their attendance to management when questioned, but it is not employer’s
job to fix an employee’s personal issues. However, they can offer support and resources for the employee to
access on their own if they so choose, and work with them to improve their attendance.
2
https://www.camh.ca/en/health-info/workplace-mental-health-playbook-for-business-leaders
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Now that you understand the effects of absenteeism, the different types, and factors that can affect attendance,
let’s review some measures you can use to prevent absenteeism from becoming an issue.
Preventive Measures
In addition to addressing each of the workplace factors outlined above, there are preventive measures
companies can implement to help ensure that employees can and will report for work by addressing factors that
may cause attendance issues. The following is an overview of measures that your organization can have in
place that may help prevent absenteeism from becoming an issue or help employees address factors that may
lead to absenteeism.
Workplace Wellness Programs
Workplace wellness programs are internal initiatives intended to promote and maintain the health and wellbeing of employees. These programs reflect the value that the company places on employee well-being and
can include measures to address both physical and mental health. Participation in these programs is voluntary
and they often include information and activities to promote overall wellness. For example, a subsidized gym
membership is commonly included in workplace wellness programs.
Employee Assistance Programs (EAPs)
EAPs are external, third-party programs paid for by the employer that allow employees to access professional
help. Employees can use these services to address work-related or personal issues. Use of the EAP is
voluntary and confidential so that employees feel comfortable accessing the programs without fear of stigma or
impacts on their career. Some organizations even offered extended EAP services to the dependants of all their
employees to help address domestic concerns. Common services provided by EAPs include counseling,
telemedicine, and financial planning. In a study by Deloitte Canada, Canadian companies that invested 10%
more in their EAPs than average were more likely to receive a positive return on investment in their program.3
Flexible Working Arrangements
Re-examining employees’ work schedules and location can contribute to better attendance by reducing or
eliminating the causes of absenteeism and tardiness. Some examples of these causes are long commutes,
child- or eldercare commitments, transportation, and home demands. These issues may be addressed by
implementing flexible work arrangements in the form of variable schedules, remote work, or core hours. By
accommodating your employees, you can help to decrease their barriers to achieving regular attendance. To
determine which of these measures would be most effective in your workplace, consider sending a survey to
gather employee input and implement a company-wide policy or arrange them on a case-by-case basis as
necessary.
Although these measures may help prevent absenteeism from becoming an issue, your organization should still
have a formal attendance management program to standardize and track attendance in your organization. Let’s
discuss how you can develop and implement an effective program.
3
https://www2.deloitte.com/ca/en/pages/about-deloitte/articles/mental-health-roi.html
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Attendance Management Program (AMP)
Developing the Program
The purpose of establishing an AMP is to reinforce the guiding principle among your employees that each of
them has an obligation to regularly work their scheduled shifts to perform the work they were hired for.
An attendance management program should:
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Promote consistent and regular attendance;
Encourage employee well-being;
Provide procedures for reporting absences;
Provide a framework for consistent application of the program while considering individual
circumstances;
Monitor employee attendance to identify patterns of absenteeism; and
Work with employees to improve their attendance, providing support and accommodation as necessary.
As part of this program, employers should develop an attendance management policy that clearly states these
objectives, the attendance expectations of your organization, and the consequences for failure to meet the
requirements. It’s also useful to outline employees’ leave entitlements (which fall under approved absences) in
this policy. Including this information helps employees under stand time off available to them, the circumstances
when they can use their entitlements, and how to find out their current balances. Distribute the policy to
employees and collect their signatures to acknowledge receiving and understanding it. Managers should also
review this policy and complete training to ensure they understand how to implement the program and apply it
consistently and fairly.
Define Absence
You need to define what constitutes an absence for your AMP and specifically the difference between culpable
and non-culpable absences. The AMP should address absences that disrupt the workplace by affecting
productivity and putting additional work on other employees. This can include absences that are unscheduled,
regular absences, arriving late, and leaving early. Approved absences like vacation and legislated holidays
should not be included in this program. These definitions must be clearly communicated to employees in the
attendance management policy.
Set Standards
Your AMP sets expectations for attendance that should apply consistently to all employees. Since there is a
distinct difference between culpable and non-culpable absenteeism, you should set different standards for
each.
To determine a reasonable standard for non-culpable absences, your organization must determine what is an
acceptable number of hours or days to be absent within a certain period, which may mean a single standard for
the whole company or different standards for departments. Hold a discussion among management to come to a
reasonable and justifiable standard. Where reliable data is available, use it in the decision-making process.
In the case of culpable absenteeism, the acceptable number of absences is zero. However, it is still important to
consider individual circumstances. If the absence is a one-off occurrence, not a pattern of behaviour, there is no
need to proceed with progressive discipline.
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Tracking Attendance
Establish Reporting Procedures
Employees should be aware of the procedure for reporting absences. If employees are unaware of this process,
they may report an absence to a colleague or the wrong manager in error, and this information may not be
transmitted to the right person in a timely fashion. To avoid confusion, include procedures in your attendance
management policy outlining whom to contact, how far in advance contact must be made, and expectations
regarding timelines in the case of emergencies to avoid issues with unintended job abandonment and
uncertainty in the workplace.
Keep Records and Monitor Attendance
Managers must be responsible for keeping records of employee attendance. By maintaining accurate records
and monitoring regularly, the manager can address attendance issues at an early stage. It is always prudent to
track employee attendance, late arrivals, vacation, and sick days to ensure that problems are easily identified,
and that payroll is accurate. Note whether each absence was approved or whether it is culpable or non-culpable
absenteeism.
To address any issues with absenteeism, absences must be accurately documented and stored in a manner
that is easily referenced to provide proof of any existing pattern of absenteeism that is cause for management
intervention. We recommend developing a standardized tracking tool and procedures that suit your
organization. Any tools should be given to managers along with training to ensure all managers are applying a
consistent approach.
Identify Patterns
By regularly reviewing attendance records, managers can observe and identify patterns and substantiate future
conversations regarding absenteeism. Managers should be instructed to remain vigilant about absence
patterns, particularly if the patterns are chronic and persistent.
Common patterns to watch for include:
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Absences on weekends when the employee is scheduled to work;
Absences during the day before or the day after scheduled vacation or statutory holidays;
Absences immediately following a payday;
Absences that typically fall on a Monday or Friday;
Absences that coincide with desirable days off; and
Situations where employees with formerly excellent attendance have been frequently missing time.
The attendance management policy should indicate that you monitor attendance to identify patterns of
absenteeism, and that observed patterns will be dealt with consistently. This will serve as a deterrent to
absenteeism and illustrate that everyone will be treated equally.
Now that you know how to develop and manage an attendance management program, let’s discuss what to do
when management intervention is required, how to address non-culpable absenteeism, and how to carry out
progressive discipline for culpable absenteeism.
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Addressing Absenteeism
Management Intervention and Support
If a pattern of absenteeism is observed, or an employee exhibits a rate of absenteeism that exceeds the
organizational standard or will exceed it if continued, management intervention is required. The goal of
management intervention is to make employees aware of their attendance issue, but it must be clear to the
employee that the company is working to help the employee improve their attendance. The employee’s
manager should have an informal, private meeting with the employee to express their concern and gather
information.
In this meeting, managers should:
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Identify concerns with attendance;
Determine the reason for the employee’s absenteeism, identifying workplace or personal factors;
Explain the impact of their absence on the workplace; and
Identify expectations for satisfactory improvement.
Once managers understand the reasoning behind the employee’s absenteeism, they can refer them to
available programs for support, such as an EAP, or determine whether a flexible work arrangement could be
implemented to address their attendance issue. Managers should also consider implementing a personalized
attendance improvement plan for the employee to set expectations for improvement.
Attendance Improvement Plans
Attendance improvement plans can be used to address culpable and non-culpable absenteeism. Remember,
the goal is to work with the employee to improve their attendance. Implementing these plans as soon as
attendance issues are identified gives the employee a chance to improve. Once you have discussed the
barriers the employee is experiencing that make it hard for them to maintain an acceptable level of attendance,
these plans outline what measures will be used to help the employee improve their attendance and set
measurable goals for improvement.
For example, if the poor attendance is due to commuting, consider developing a plan that includes a flexible
work arrangement that allows flexible start and end times to ensure that the employee is working the promised
hours. If the attendance issue is due to a scheduling conflict, consider extending a day to allow for a late arrival
or early departure.
Remember to account for any accommodations when designing these plans. For example, if the poor
attendance is due to substance abuse problems, the employee should be given the proper resources and
support necessary to help them move into a healthier situation. The organization should also take a supportive
role and frequently check in with the employee.
After establishing the plan, the manager should continue to track the employee’s attendance. An employee’s
attendance may improve immediately after the initial meeting, but they may fall back into a pattern of
absenteeism. If absenteeism continues to be an issue and the employee does not meet the goals set out in the
improvement plan, different approaches must be taken to address non-culpable and culpable absenteeism.
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Addressing Non-culpable or Innocent Absenteeism
Cases of innocent absenteeism should not be subject to progressive discipline but instead addressed through
performance improvement plans and accommodations if required. Progressive discipline cannot be used here.
This type of absenteeism is not the employee’s fault, and employers have a legal duty to accommodate, not
discipline. Regardless of the situation, employees need to be informed that their attendance is an issue and be
given clear guidelines on what the organization expects in the future. Sharing support tools and working with
the employee to improve the situation is a best practice measure that should always be part of the process.
Innocent absenteeism can be approached in a few ways depending on the individual’s situation. If the situation
is outside of the employee’s control, such as an ill child, the employer should focus on working with the
employee to determine the best course of action. If the employee has medical needs, the employer should
focus on identifying and understanding the medical needs of the employee and any restrictions as identified by
the employee’s healthcare practitioner. This includes modifying the work where possible to ensure the
employee can come to work regularly.
The employee’s need for accommodation and support may change over time; their attendance improvement
plan should be updated to reflect this.
Duty to Accommodate
Employers are responsible for meeting their duty to accommodate up to the point of undue hardship to ensure
that all employees are given fair treatment. Employees may require temporary or permanent accommodations
for reasons related to injury or protected grounds under human rights legislation. Work with the employee to
determine what accommodations are necessary to allow them to return to work regularly.
If, despite accommodation and support, absenteeism remains excessive and does not improve, creating a
situation where the employee cannot perform the job duties for which they were hired, the organization may be
forced to terminate the employment relationship. Always seek legal advice before terminating an employee for
absenteeism.
Progressive Discipline for Culpable or Blameworthy Absenteeism
Progressive discipline should only happen after the employee has been placed on an attendance improvement
plan and has failed to meet the criteria for improvement outlined in that plan. Your attendance management
policy should outline what counts as an attendance infraction; use that as the threshold to move to the next
stage in the progressive discipline process. However, remember to always consider the individual
circumstances of the employee and the cause for the absence. Just because the employee has a pattern of
culpable absenteeism, you cannot assume that all absences are culpable.
Document each meeting in this process in writing. Provide one copy to the employee, and keep another copy in
the employee’s file.
At each meeting, the manager should:
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Identify that their attendance is unacceptable;
Determine the reasons for their ongoing absenteeism;
Identify resources for assistance (for example, referral to the EAP);
Set expectations for satisfactory improvement; and
Identify the next step in the progressive discipline process if there is no satisfactory improvement.
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If the employee can complete an agreed period—for example, six months or one year—maintaining regular
attendance, then their disciplinary record should be wiped clean. If absenteeism becomes an issue again for
that employee in the future, the process starts from the beginning with an initial meeting.
Stage 1: Verbal Warning
If after the initial meeting an employee is absent more times than the policy outlines as appropriate, the
manager should provide a verbal warning.
Stage 2: Written Warning
If the employee fails to follow through with improvement measures and expectations, hold a formal meeting and
issue a written warning to the employee.
Stage 3: Suspension
If the employee fails to follow through with improvement measures and expectations, the second formal
meeting is held and the employee is suspended. Consider putting the employee on a working suspension rather
than a stay-at-home suspension. An employee with attendance issues may see a stay-at-home suspension as
a reward. A working suspension is still on the employee’s record but with the requirement to continue working.
This gives the employee a chance to correct their attendance during this time.
Stage 4: Termination
While the organization must make every reasonable effort to work with the employee to address absenteeism
issues, if the absenteeism is excessive and creates a situation where the employee cannot perform the job
duties for which they were hired, the organization may be forced to terminate the employment relationship.
Before meeting with the employee, the manager must consult with human resources and legal counsel to
review the case and options.
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In Summary
You should now understand the importance of attendance management, how to create an attendance
management program, and how to address absenteeism in your organization. Remember there are different
types of absenteeism and a variety of workplace and personal factors that may contribute to this issue. While
workplace wellness programs, EAPs, and flexible work arrangements can help prevent absenteeism, they
cannot completely avoid it, which is why you also need an AMP. Implementing an AMP is essential to set
standards for attendance and track and monitor attendance in your organization. This will help you identify
where patterns of absenteeism exist and signifies that management intervention and support is required.
Addressing absenteeism issues on a case-by-case basis is key, and developing individual attendance
management plans for employees with absenteeism demonstrates the company’s commitment to helping
employees improve and provide accommodations where necessary. While progressive discipline for culpable
absenteeism may be necessary in some circumstances, it should only occur after management intervention and
support have failed to produce change. Remember not to assume that just because an employee has displayed
a pattern of blameworthy or culpable absenteeism in the past that all absences are culpable—or vice versa. By
managing attendance, you can help ensure that your employees attend work regularly so they can perform their
job duties and responsibilities, and in turn help your company succeed.
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