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Late For Work Again

25-08-2009

The idea of regimented working/office hours has been with us since the industrial revolution. Since people worked in factories, it was efficient for the machines and their operators to be on the job at the same time! As humans are diurnal creatures who function better during daylight hours, this is when most work occurs. Some people operate night shifts, but these people have been the exception to the rule. Global communications now demand work outside usual hours, to enable contact with people and markets in different time zones.

The occasional late arrival for work is tolerated by most employers. These are usually due to specific issues which arise from time to time (traffic, public transport, family matters).

The more consistently late arriver is of more concern. There can be several possible problems here.

The Childcare Issue
There is increasing pressure on women to return to the workplace within months of delivering a child. This puts them in a difficult bind ie. the requirements of work versus their role as a parent. Anyone familiar with the daily struggle with a baby, its various pieces of equipment and the harrowing goodbyes understands the dilemma. The whole problem is further accentuated in the case of a single parent.
Whilst not being a justification for repeated lateness for work, it would do employees credit to cut people some slack here.
Personality Issues
Some people find it hard to organise themselves to run to a timetable. It is worth remembering the obsessionals who have trouble doing anything on time, because of the constant need to check (the locks of the house, the contents of the briefcase etc.). For some there is a constant battle for “control” where they resist the idea of complying with someone else’s rules. This can come out in a passive/aggressive way by simply arriving “in my time, not yours”.
Drugs and Alcohol
Monday morning lateness usually follows a weekend binge. Alcohol is the commonest culprit, but those who have used stimulants will often experience a distinct “crash” on Mondays. The other problem day here is the day after pay-day. There will often be other evidence of alcohol/drug abuse eg. deteriorating self care, poor work function, irritability and repeated interpersonal conflicts.
Depression
Some of the cardinal features of depression are reduced motivation, sleep problems and poor energy levels. This is worth keeping in mind, especially where a previously efficient worker has a distinct change in function. Lateness for work is a common occurrence here.
Motivation
If someone is simply unhappy with the work they are doing they will not be motivated to arrive on time. The person might be in a job for which they are not well qualified or suited.

What to do about the worker who is consistently late for work?

Most importantly, TALK TO THEM. Simple enquiry will be very informative. This should be done in a non threatening way, stressing concern for why lateness occurs. A lecture about personal failings is unlikely to get anyone anywhere, but angry.
Where drugs/alcohol or depression are suspected, they should be handled with great care. If you are not comfortable with discussing these things, get someone else to do it. It should be remembered that these are dangerous, but treatable problems. People are often in denial about addictions and find it difficult to understand psychological illness generally. Simply confronting people about these issues can delay their seeking help. The accent should be on encouraging to seek help and their GP is a good starting point.
Personality issues are difficult because they are so ingrained. Where compromise is practical this might be an option, especially if the worker is highly valued.
If a person is a square peg in a round hole, this is certainly worth attention, if they’re constantly late. There might be a better fit for them within the organisation, or they might be better advised to reconsider their career path.
No matter what the underlying cause, the employer has some other questions to consider.

Does it really matter that much that a particular worker doesn’t keep the same hours as others? Clearly this will vary according to the person’s role eg. the IT design geek versus the manufacturing worker.

Does this person produce for the organisation despite their lateness? ie. do they make up for it in other ways?

Should I be more flexible about the whole working hours issue? Again, this will depend on the particular workplace.
What can be said is that if the issue of repeated lateness is not addressed, the employer and/or the person’s colleagues will become increasingly irritated. This will spill over into the workplace in some form and will likely “end in tears”.

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