A plain-language outline for a policy employees will actually read and follow.
An attendance policy tells employees what is expected about arriving on time, working scheduled shifts and reporting absences. It also gives managers a consistent way to respond. Without one, every manager makes up their own rules, and employees see unfairness where there may be none.
To record clock-ins, breaks and overtime automatically, see EZTime time and attendance software.
A policy is not a punishment tool. At its best it protects both sides: employees know what to do when something comes up, and the business knows how to plan around gaps.
Open with a short purpose statement and say who the policy applies to. Then define the key terms in everyday language.
The most useful part of any policy is the how. Say who employees should contact, how (phone, app or message) and by when. For example, you might ask for notice at least two hours before a shift when possible. Provide a backup contact for emergencies. If employees must also tell the system, such as submitting a time off request, spell that out.
Link the policy to your time off and shift swap processes. Employees should be able to see how to request planned time off, how far ahead to ask and how swaps are approved. When the legitimate routes are easy, fewer people resort to unplanned absences.
Local laws can protect certain kinds of leave and sick time. Do not write rules that conflict with them. Ask a qualified professional to review the policy for your location.
Be clear but measured. Many policies use a progressive approach: a conversation, a written reminder and further steps if patterns continue. Avoid unclear terms such as ‘excessive’. If you use a point system, explain it simply and apply it consistently.
| Step | What happens |
|---|---|
| 1 | Informal conversation about the pattern |
| 2 | Written reminder |
| 3 | Follow-up meeting and plan |
| 4 | Further action according to company policy |
This is only an illustration. Your steps should reflect your rules and applicable laws.
Your time and attendance records are the evidence behind any conversation. Check them before you raise a concern, and apply the same standard to everyone in the same role. Look at patterns over time, not one-off events, and ask the employee for their view before drawing conclusions.
Employees are more likely to follow a policy they helped shape, so consider asking a few of them for feedback on the draft.
A system like EZTime records clock-ins, lateness and approved time off in one place, so managers can see patterns and discuss facts instead of memories. That helps keep conversations fair and the policy consistent.
Policies are easier to write when you see the tone. Plain wording might look like this: ‘We expect everyone to arrive on time for scheduled shifts. If you will be late or cannot work, please tell your manager as soon as you can, and at least two hours before your shift if possible. We know unexpected things happen, and we would rather hear early so we can cover your shift.’
Notice the policy explains the reason and invites communication. A tone that sounds helpful tends to be followed more closely than one that sounds like a list of threats. Have a qualified professional review any final wording.
After a quarter, review the numbers: late arrivals, no-shows, shift swaps and unplanned time off. If problems continue, ask whether the cause is the policy or the schedule. Often, a better schedule solves more than a stricter rule. Share the improvements with the team so they see the policy as a tool that helps everyone.
Points systems and occurrence limits are common, but some absences are protected by law and must be left out. The main federal ones:
| Absence | Law | Agency |
|---|---|---|
| Leave for a serious health condition, a new child or certain family needs | Family and Medical Leave Act (FMLA), for eligible employees of covered employers | U.S. Department of Labor, Wage and Hour Division |
| Time off needed as a reasonable accommodation for a disability | Americans with Disabilities Act (ADA), employers with 15 or more employees | U.S. Equal Employment Opportunity Commission |
| Military service and training | Uniformed Services Employment and Reemployment Rights Act (USERRA) | U.S. Department of Labor, VETS |
| Federal jury service | Jury System Improvements Act | Federal courts |
States and cities add more, especially paid sick leave laws, which in many places bar employers from counting protected sick time as an occurrence. State jury duty and voting leave laws are common too. List the protected categories in the policy itself, so managers do not have to remember them.
| Date | Event | Points |
|---|---|---|
| Jan 9 | Late more than 10 minutes, no notice | 0.5 |
| Jan 22 | Absent, called in sick, covered by state paid sick leave | 0 |
| Feb 3 | No call, no show | 2 |
| Feb 17 | Absent, approved FMLA leave | 0 |
| Mar 6 | Left early without approval | 0.5 |
| Quarter total | 3 |
Without the two zero-point rows, this employee would have reached 5 points and possibly a written warning. Recording the reason for each absence, not just the fact of it, is what makes the policy defensible. EZTime keeps time off requests and approvals with the attendance record, and monthly attendance reports can be signed digitally by employees.
One or two pages is usually enough.
Many employers allow a few minutes. Choose a number and apply it consistently.
That depends on local law and the reason for the absence. Ask a qualified professional.
Review it at least yearly or when laws or schedules change.
Not for sick days protected by a state or local paid sick leave law, which many states and cities have, and not for FMLA-protected absences. Check the rules where each employee works.
It is wise to say that you will consider requests for accommodation, including time off, so managers know to pass them to HR rather than counting them.
See how EZTime records start, stop and breaks so your reports are ready for payroll.