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POINTS SYSTEMS WON’T GET YOUR EMPLOYEES TO SHOW UP ON TIME

March 28, 2023
Punitive scoring brings out the worst in everyone.
Carl Livesay
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Attendance and tardiness are a constant challenge. This is especially true when
working with unskilled labor. Each occurrence is accompanied by an excuse or an
explanation.

Explanations are offered by reliable, trustworthy team members who rarely
experience difficulty getting to work. Excuses are more frequent and provided by
unreliable team members and should be considered differently than team members
who offer explanations.

When a team member is late or absent, sick and safe leave (SSL) is most often
used. Acceptable SSL use is legislated by the government in most states.



When SSL is exhausted or not available, leadership should consider trusting
their most reliable team members and compensate the team member for the brief
time they miss. This courtesy sends a clear message of trust and empathy,
resonating with the team member. It is also financially prudent and less costly
than replacing the team member.

DEALING WITH EXCUSES

In contrast, excuses range from the very simple to exotic. Absenteeism is most
abundant Friday and Monday, around holidays and when tax refunds arrive.
Tardiness happens randomly.

Excuses should be met with corrective action in an effort to improve
reliability. Traditional corrective action varies by region, company and
industry. Point systems, demerits, reductions in hourly rate, written warnings,
reprimands and other punitive scoring methods have no positive impact. Rather
they have significant negative impact on morale, creating bitterness towards the
company and its leadership.

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Personnel scoring erodes trust, fosters adversarial relationships, and creates
conflict. These measures are the enemy of teamwork throughout the enterprise.
You cannot punish a team member and expect a good result. The team member feels
diminished and devalued. Ongoing performance is indicative of how the team
perceives their workplace.



The most detrimental action is keeping score through points systems. Scoring
diminishes the value of corrective action while the points accumulate to an
actionable level. Team members quickly learn to manage their points and
penalties (score), abusing the system.

Scoring is impersonal, faceless and demoralizing. It is a punitive approach,
bringing out the worst in everyone—and directly conflicting with one of the
primary goals of leadership: to bring out the best in others.

ADDRESSING THE ISSUE

In contrast, a more personal corrective action has immediate impact and is
delivered quickly. Having tried almost every documented disciplinary corrective
action over the past 40 years, I have learned that immediately addressing the
issue has the most positive effect for the team member and the company. When the
team member arrives late, the supervisor greets them, asks why they are late,
then reminds them that as a member of the team their coworkers are counting on
them every day. They are also reminded that all team members are expected to be
clocked in and at their workstation when the shift starts so work assignments
can be assigned for the day. Note that team members value their own time the
most, especially those who are disgruntled.

As an alternative to punitive measures, invite the team member to wait in the
break room, off the clock, while leadership works to find productive ways the
team member can add value to the business that day. This will take about 45
minutes the first time and longer with each recurrence.



During the waiting time, the team member has an opportunity to reflect on the
impact of their tardiness to themselves and the company. The team member may
choose to leave for the day as opposed to waiting while an alternative work
assignment is found. Upon their return the following day, on-time, greet the
team member and welcome them back as if nothing occured.

It is important that the company can rely on the team member to fulfill their
commitment to work. It is equally important that the team member be able to rely
on the company for the promised amount of work. This symbiotic partnership
encourages each to rely on the other.

It is very important to focus on the value of teamwork to the organization. Team
members who do not value belonging to a team lack the ability to care about the
team. It may become clear that the team member is not suited for the team, and
replacement is the only long-term option. Team members with a poor attitude will
over time, infect an organization in many places.

CONSIDER THE IMPACT

Nurture your team, cultivate growth and camaraderie. Recognize and embrace
random acts of kindness among the team. Team members recognize the difference in
an organization. When considering corrective action, leadership must consider
the downstream impact to the team. Remember that trust between leadership and
team members is not easy to build, but it is very easy for leadership to destroy
when leadership is inconsistent or punitive.









Most of all, focus on the desired outcome of the experience. In order to have a
terrific team member, you must treat the person like they are your best team
member. People will rise or fall to meet their leader’s expectation. Expect them
to succeed and show them a path of success.

 Carl Livesay is the general manager at Mercury Plastics in Baltimore. Carl
brings more than 40 years of operational leadership and manufacturing experience
as a lean practitioner. He currently serves on the BOD for the Maryland World
Class Consortia and is appointed to both the District Export Council and the
Governor’s Workforce Development Board. 

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