A clear, fair approach to lateness that fixes the cause when possible and applies consistent rules when it is not.
In shift-based work, one late arrival can delay an opening, leave a colleague covering two stations or keep the previous shift waiting to hand over. Repeated lateness also affects fairness: others notice when rules are not applied. At the same time, most lateness has a cause, from bus delays to childcare problems, and many cases are fixed with a small schedule change. Our glossary entry on tardiness gives a short definition.
Put this in your attendance policy and explain it during onboarding.
For non-exempt employees, you pay for time actually worked. If an employee arrives 15 minutes late, you generally do not pay for the missed 15 minutes. But you must not deduct more than the time missed as a penalty, for example docking 30 minutes for a 10-minute delay, if that results in unpaid work time. Time clock rounding must be neutral over time, not used to penalize lateness; see our time clock rounding guide. For exempt employees, partial-day deductions from salary are generally not allowed.
Fair handling starts with accurate data. Memory and impressions are unreliable, and they invite disputes. A time clock that records each clock-in against the published schedule shows exactly who was late, by how much and how often. With EZTime, managers can see late arrivals in attendance reports, employees can see their own punches in the mobile app, and features such as GPS or NFC clock-in help confirm that employees clocked in at the right place.
Many lateness problems end here. If the employee shares a personal difficulty, focus on what can realistically change and set a date to review it together. A change of start time by fifteen minutes can solve a problem that discipline would not.
If lateness continues without a valid reason, move to formal steps in a consistent progressive discipline process: verbal warning, written warning, final warning. Use the same thresholds for everyone, base each step on records and keep the tone factual.
| Late arrivals in a rolling 60 days | Step |
|---|---|
| 3 | Informal conversation |
| 5 | Verbal warning |
| 7 | Written warning |
| 9 | Final warning |
If managers routinely arrive late, or excuse lateness for some employees and not others, rules lose credibility fast. Apply the same standards to everyone, including shift leads and long-serving staff. Be just as consistent with recognition: mention punctual, reliable employees in team meetings or reviews. Consistency in both directions is what makes an attendance policy feel fair rather than arbitrary.
When someone arrives late, the person they relieve often stays longer. Make sure that extra time is recorded and paid, and that it is not quietly absorbed. Repeated late relief can push the outgoing employee into overtime and erode goodwill. Reports that show both the late arrival and the extended previous shift help managers see the full cost of the pattern.
Some late arrivals may be connected to legally protected situations, such as a disability that requires an accommodation, protected medical leave, state paid sick leave used for part of a shift, or religious observance. Treat these through the appropriate process, and do not count them as ordinary lateness. When unsure, talk to HR or an advisor before taking action.
A short grace period can reduce friction over a minute or two, but it should not become the new start time. Pay is still based on actual time worked, and the grace period should apply equally to everyone. If many employees arrive just inside the grace period every day, consider whether the shift start time is realistic for your location and transport options.
For non-exempt employees, you generally pay only for time worked, but you should not deduct more than the time actually missed. Exempt salaries generally cannot be reduced for partial days.
A short window, such as five minutes, after the scheduled start during which an arrival is not counted as late. It must be applied consistently and does not change pay for time worked.
It depends on your policy. Set clear thresholds and apply them consistently.
Only after following your policy and discipline process, considering any protected reasons, and documenting the steps.
Reliability is a fair part of a review, but use records, consider any protected reasons and look at patterns over the whole period.
Early clock-ins may create paid time and overtime. Set a clear early clock-in rule and apply it consistently.
Use time clock records compared with the published schedule, and look at patterns over time.
EZTime’s digital HR forms collect e-signatures and keep the signed copy in the employee’s digital file, with reminders before a document expires.