HomeMy WebLinkAboutHUR130-025 Attendance ManagementPICKERING
City Procedure
Procedure Title: Attendance Management
Procedure Number
HUR 130-025
Reference
Date Originated (mIdly)
March 31, 1998
Date Revised (m/d/y)
July 29, 2003
November 1, 2015
Pages
33
Approval: Chief Admi. trat ;Officer
Point of Contact
Division Head, Human Resources
Procedure Objective
The Corporation of the City of Pickering (the "City") is committed to providing its constituents with
the highest level of service in a cost effective manner. Service excellence can only be achieved
and maintained through the consistent and regular attendance of every employee. Each
employee directly contributes to this endeavour by maintaining their health and ensuring regular
and punctual attendance. Attendance management is a process which takes into consideration
disability and attendance support/monitoring. When attendance is managed in its entirety,
significant results can be achieved. Regular attendance is an expectation of employment. It is an
essential duty of every employee.
The objective of this policy is to:
1. Establish programs, processes and clear guidelines in order to reasonably and
consistently manage attendance.
2 Help employees to achieve and maintain regular attendance.
3. Facilitate employees return to work as quickly and safely as possible thereby returning
valuable human resources to productive employment.
4. Accommodate employees who can perform the essential tasks of their pre -disability
position.
5. Improve the quality of service to the public.
6. Ensure reasonable and consistent application of sick leave benefits to all employees as
appropriate.
7. Promote health and wellness and prevent illness and injury.
8. Increase attendance awareness, reduce absences and its associated costs.
Index
1. Definitions
2. Responsibilities
3. General Principles
4. Absence Reporting Process
5. Scheduled Medical Appointments
6. Culpable Absence
7. Disability Management and Return to Work
07.01 Purpose
07.02 Program Success
07.03 Case Management
07.04 Return to Regular Work
07.05 Unable to Return to Regular
07.06 Return to Modified Work
8. Attendance Management Program
08.01 Purpose
08.02 Responsibility
08.03 Absences
08.04 Absence Monitoring
08.05 Attendance Improvement Process
08.06 Employment Termination for Absenteeism
08.07 Attendance Improvement/Regression
01 Definitions
01.01 Absence — Time away from work for any portion of a scheduled shift.
01.02 Absence Rate — For the purpose of the Attendance Management Program, the
total hours of paid and unpaid sick time multiplied by one hundred divided by
regular hours of work during the same period. In the case of part-time
employees seniority hours will be used as the employee's regular hours. For
the purposes of this procedure the City will be utilizing a 12 month rolling
average to determine the absence rate.
01.03 Accommodation — A change or modification to the job or workplace so the work
is within the injured or ill person's functional abilities and the risk of injury is
reduced.
Procedure Title: Attendance Management Page 2 of 33
Procedure Number: HUR 130-025
01.04 Culpable Absenteeism — Absence from work due to factors that are within an
employee's control. Culpable absences include but are not limited to:
• absences without permission;
• abuse of leave; I
• failure to notify;
• patterned absences; and
• lateness/leaving early.
01.05 Functional Abilities Information — A medical assessment to assist employers
and employees to identify suitable and available jobs consistent with the
employee's functional abilities, limitations or restrictions. This information is
typically found on a completed Functional Abilities Form (FAF), or Attending
Physicians Report (APR).
01.06 Innocent Absenteeism — Absence from work that is beyond an employee's
control, such as illness and injury.
01.07 Medical Certificate — A signed and dated letter/report from the employee's
physician which includes the following:
a) the physician's name;
b) the date and time of visit;
c) a declaration that the employee was unfit for work (regular or modified)
on the date(s) of their absence and the date they are able to return to
regular work;
d) functional abilities information;
e) a declaration concerning modified work;
f) the dates the employee is being advised to remain off work if totally
disabled; and
g) a return to work date (regular job or modified work), if possible, and the
physician's signature.
01.08 Medical Restriction — Movement or physical activity that has been limited or
temporarily eliminated by order of a physician so as to promote the healing
process.
01.09 Modified Work — Available work which has been modified to meet the medical
limitations or restrictions of employees who are disabled. This may include
modified duties, graduated hours, more rest breaks, assistance from co-
workers, alternative jobs or shifts (i.e. special projects, assistive devices, etc.).
Modified work and work hardening (the gradual increase of working time over a
designated period) are subject to periodic review. These are programs intended
to temporarily assist employees who are disabled to return to their own pre-
disability position or other established positions suitable within the employees'
functional abilities.
Procedure Title: Attendance Management Page 3 of 33
Procedure Number: HUR 130-025
01.10 Patterned Absenteeism — Unscheduled absences that occur with a common
factor, for example the day before or after a scheduled holiday, vacation, or
personal day; on a desirable day off, a specific day of the week, or adjacent to
a weekend; a specific or unique work day; or as sick time is accrued.
01.11 Release of Medical Information — A written authorization signed by the
employee addressed to the employee's physician allowing the physician to
verbally communicate with a named employer representative about the
employee's medical condition. The Release should only allow the employer
access to medical information pertinent to the absence. The Release should
identify those who are responsible for the management of the absence.
01.12 Rolling Average - the total hours of absence for the preceding twelve (12),
months from the date of review, times one hundred divided by the hours of
regular work during the same period (i.e. 1820, 2080, or 2184). Permanent
part-time absenteeism will be calculated using the seniority hours calculated
during the same 12 month period.
01.13 Total Disability — As defined in the City's insurance contracts.
01.14 WSIB — The Workplace Safety and Insurance Board.
01.15 WSIA — The Workplace Safety and Insurance Act.
02 Responsibilities
02.01 Chief Administrative Officer to:
a) set organizational attendance goals; and
b) evaluate direct reports respecting the City's attendance goals.
02.02 Director/Division Head/Supervisor to:
a) actively manage attendance by identifying areas requiring improvement
and initiating appropriate remedial actions;
b) ensure accurate and timely reporting and coding of absences in their
area of responsibility;
c) initiate meetings with Human Resources representative to formulate
appropriate return -to -work strategies to reduce employee absenteeism;
d) ensure that employees have been advised of their responsibilities to
attend work regularly, to maintain contact with the Supervisor during
periods of absence, and to provide required information to allow the City
to manage the absence; and
e) identify operational issues and problems arising out of poor attendance.
Identify barriers to satisfactory attendance and inform employees of the
availability of the Employee and Family Assistance Program (see HUR-
020 EFAP Policy).
Procedure Title: Attendance Management Page 4 of 33
Procedure Number: HUR 130-025
f) convene attendance meetings with employees to discuss attendance
objectives and set attainable goals for the reduction of absences. During
the course of these meetings the Supervisor will:
(i) advise employee of number of absences to date;
(ii) review the City's expectation of regular attendance at work;
(iii) inform employee of operational problems caused by absenteeism;
(iv) set goals and time frames with the employee detailing how and
when attendance will improve;
(v) advise employee of what action will be taken if absences
continue;
(vi) advise employees, at the appropriate time, in writing, about the
City's expectation with respect to improving attendance; and
(vii) follow-up at the appropriate time with the employee to review
current attendance against established goals. Confirm results in
writing.
g) ensure communications with absent employees on a regular and
ongoing basis;
h) document all phone calls and meetings with the employees recording
dates and details of conversation; and
i) maintain absence rates within guidelines established periodically by the
City.
02.03 Employee to:
Take all steps necessary to:
a) attend work regularly and punctually;
b) report any absence from work in accordance with department call in
procedures;
c) complete an Incident/Accident/Illness Form for occupational injury,
illness, exposure, or near miss within 24 hours with the
Foreperson/Supervisor;
d) participate in the Attendance Management Program and promptly
provide all relevant information in reporting the reason for any period of
absence;
e) cooperate with the City, and physician(s) respecting the identification of
a safe, suitable and available position if unable to return to regular work
consistent with functional abilities;
f) maintain regular contact with the Supervisor during the period of
absence;
g) attend to personal affairs and obligations outside working hours; and
h) provide medical certificates from a duly qualified medical practitioner for
any period of absence in excess of three (3) working days in duration,
prior to returning to work or as provided for in the applicable collective
agreement. Each medical certificate will include the information as
specified in the definition section of this procedure.
Procedure Title: Attendance Management Page 5 of 33
Procedure Number: HUR 130-025
02.04 Human Resources representative to:
a) maintain employee health and wellness through preventative and
promotional health care activities;
b) coordinate the management of workers with a disability within
organizational policies and procedures and communicate with
appropriate parties to bring about successful claims management
outcomes;
c) communicate with employees as needed;
d) liaise with employee's physician in a manner consistent with the
employee's Release of Medical Information and ensure confidentiality is
maintained at all times;
e) evaluate employee's fitness to return to modified duties or regular
employment;
f) initiate and coordinate the development of case management meetings;
g) refer employees for a comprehensive functional abilities evaluation to
assess an employee's ability to perform their regular job tasks in relation
to current health status;
h) keep the Supervisor advised of the employee's medical progress (in a
manner respecting employee confidentiality if medical information
includes information beyond functional abilities information), the possible
or planned date of return and the potential need for accommodation of
temporary or permanent disabilities in accordance with the City's
Occupational Health & Safety Policy, Attendance Management Program,
Disability Management Program, and other policies and procedures that
may apply; and
i) communicate with insurance carriers or outside organizations as
required.
03 General Principles
03.01 The City of Pickering's mission is greatly dependent upon the physical,
psychological and vocational wellness of its employees. The City's employees
are its most valuable resource. As such, programs have been developed to
ensure employees achieve a healthy, balanced and satisfying work experience.
03.02 It is known employees who return to work quickly following an injury or illness
recover faster; therefore, the City will make every attempt to accommodate
employees in their regular positions or in positions which are safe and suitable
within their medical limitations and restrictions for occupational and non-
occupational injuries and illnesses.
03.03 Whether it is an occupational or non -occupational injury or illness, there must
be a conscious attempt by the City to develop a case management strategy
which, in most instances, begins to operate before the employee visits the
physician.
Procedure Title: Attendance Management Page 6 of 33
Procedure Number: HUR 130-025
03.04 A weekly routine is to be established to keep in contact with the employee
during the period of convalescence. This benefits the employee by maintaining
his/her sense of belonging and allows the City to obtain current case
information.
03.05 Supervisory staff will be held accountable for their part in implementing and
directing attendance management programs and processes as they would for
any other bottom line performance indicator.
03.06 The quality of management decisions depends on accurate, consistent and
meaningful information, particularly attendance statistics. Each employee's
attendance will be tracked using standardized criteria to assist supervisors in
distinguishing acceptable from unacceptable employee attendance by
analyzing frequency and patterns of absences.
03.07 Employees are expected to be on duty and be ready to commence work at the
designated starting time. Employees are expected to remain on duty until the
stipulated quitting time. Employees are not allowed to leave work during
working hours without permission from their Foreperson or Supervisor.
03.08 Employees who are unable to report to work at their scheduled starting time are
required to report their inability to attend work to their Supervisor according to
departmental call-in procedures.
03.09 It is the responsibility of each employee to attend work as scheduled and to
take whatever steps are necessary to ensure they are able to attend work
regularly.
03.10 For all absences, in order to qualify for sick benefits an employee must:
a) remain under active, continuous and appropriate medical care;
b) comply with the physician's and other caregiver's treatment plan (i.e.
physiotherapist);
c) actively participate in all Case Management Meetings; and
d) participate in a modified work or a work hardening program designed to
temporarily accommodate the employee's physical restrictions and
limitations.
03.11 The Human Resources representative at the appropriate time will consult with
the attending physician, Supervisor, employee, and the Union representative
(as applicable), and will develop an individualized modified return to work
program with specific goals and time frames.
03.12 Employees who have improved their attendance record to an acceptable level
shall be recognized by letter.
03.13 Employees, through their Supervisor, may have access to their personal
absence data maintained by the City.
Procedure Title: Attendance Management Page 7 of 33
Procedure Number: HUR 130-025
04 Absence Reporting Process
04.01 All employees are expected to notify their designated Supervisor regarding
impending absences and when returning to work in a timely fashion.
a) Call -ins to report an absence must be made by the employee and not
by their spouse or any other individual.
b) The timing of call -ins will be established by individual departments.
c) Call -ins are to be made directly to the employee's immediate
Supervisor or designate and not to clerical staff or co-workers. If not
immediately available, the Supervisor will return the employee's call.
d) Call -ins are not to be left on voicemail under any circumstances unless
otherwise stated in the department call-in procedures.
e) A call-in must be made on each day of the absence, unless an
alternate arrangement has been made with the Supervisor consistent
with employer policy.
f) Employees who do not report absences at the first opportunity may not
be entitled to pay or benefits depending on the provisions of the
collective agreement, or the employment contract, or applicable
legislation.
04.02 A medical certificate from the employee's physician will be required:
a) if requested by the immediate non-union supervisor at the time of call
in;
b) if an employee will be off for more than three (3) consecutive working
days or less if provided for in the applicable collective agreement; or
c) if an employee has been previously advised in writing that such
information is required for every absence.
04.03 If the medical certificate does not provide satisfactory information, the City
reserves the right to require further information including a second medical
opinion.
04.04 If the medical certificate indicates an extended absence, includes limitations,
restrictions, or recommends modified work the supervisor is required to contact
the Human Resources representative to determine if the employee will be
referred to the disability management program.
04.05 When an employee reports that they will be absent, the immediate Supervisor
will determine:
a) reason(s) for absence detailing enough information to determine if
absence is valid;
b) the expected duration of the absence;
c) what the employee is doing to improve their situation;
d) what the employer can do to assist the employee;
Procedure Title: Attendance Management Page 8 of 33
Procedure Number: HUR 130-025
e) a weekly schedule for further ongoing contacts, if required, that is to be
initiated by the employee; and
f) if warranted, contact the Human Resources representative to initiate a
case management meeting to request attending physician or functional
abilities information from the employee's physician.
04.06 If the cause of absence appears to be work-related, within 24 hours the
Supervisor will investigate and prepare an Incident/Accident/Illness Form with
the employee and submit to the Human Resources representative who will
complete the required WSIB forms (Form 7A) and provide a copy to the
employee.
05 Scheduled Medical Appointments
05.01 Employees are encouraged to schedule such appointments on their days off
and, if that is not possible, to schedule the appointment resulting in the least
interference with the operation of the department.
All time off for scheduled medical appointments such as physician visits,
chiropractic treatments, physiotherapy, tests, procedures etc. will require prior
approval. At the discretion of the Supervisor, such time off may be approved as
follows:
a) Time -in -lieu.
b) Sick leave if written confirmation of the appointment from the office of the
employee's medical practitioner is provided.
c) Leave of Absence without pay.
05.02 If an injury or illness is work related as recognized by the WSIB and the medical
appointment cannot be scheduled outside working hours, the absence from
work will be recognized and will be paid for by the City as per the WSIB
guidelines.
06 Culpable Absence
06.01 Culpable absences are considered within the employee's control. Examples
include repeated lateness, leaving early, absent without leave, patterned
absences, and misuse of sick leave benefits.
06.02 Employees are expected to be on duty and be ready to commence work at the
stipulated starting time. Employees are also expected to remain on duty until
the stipulated quitting time, and are not allowed to leave work early during
working hours without permission from his/her supervisor.
06.03 Culpable absences are addressed through progressive discipline.
06.04 Termination of employment may be warranted after the employee has received
adequate warnings through the Attendance Management Program and, where
appropriate, they have been provided an opportunity to correct their behaviour.
Procedure Title: Attendance Management Page 9 of 33
Procedure Number: HUR 130-025
07 Disability Management and Return to Work
Management cannot take a passive approach to disability claims management. Highly
structured disability claims management models which include early intervention, constant
and inclusive communications, case monitoring and active return to work plans provide
improved results and substantial cost savings. Whether it is an occupational or non-
occupational injury or illness, there must be a conscious attempt by the City to develop a
case management strategy which, in most instances, begins to operate before the
employee visits the physician. This is especially applicable for work-related injuries.
Accommodations must be designed and implemented in order for the individual case
management plan to be successful.
07.01 The purpose of this program is to:
a) provide an early and safe transition from convalescence to productive
employment;
b) assist employees in providing an opportunity to gradually build their
physical and mental conditioning prior to engaging in regular full-time
or part-time work if required;
c) mitigate the employee's loss of earnings; and
d) expedite the rehabilitation process.
07.02 The success of the program is based on the ability of the Case Management
Team to:
a) collect accurate information on a timely basis
b) manage information:
internally within the City;
externally with physicians and other health care professionals
to ensure that opinions are rendered on objective facts, and
also with claims adjudicators and return to work specialists to
ensure benefit entitlement decisions are made on the best
evidence.
c) develop an effective disability management plan with specific,
individual, identifiable benchmarks.
d) communicate with all parties involved in the management of the case
(i.e. the employee, the employee's physician, the non-union
Supervisor, Human Resources, WSIB and insurance carriers as
appropriate).
e) influence senior management decisions.
07.03 Case Management
07.03.01
Upon notification of a workplace accident, or an occupational or
non -occupational illness or injury, a Case Management Team will
be developed comprising of key individuals, namely the employee,
Procedure Title: Attendance Management Page 10 of 33
Procedure Number: HUR 130-025
07.03.02
07.03.03
07.03.04
07.03.05
07.03.06
the employee's immediate non-union Supervisor, the Human
Resources representative, a union representative, and other
Human Resources Division representatives as required.
The team will meet to develop a plan to promote an early and safe
return to work. If appropriate, the Human Resources
representative will provide the employee with a copy of their job
description and a Functional Abilities Form/Attending Physicians
Report, or other relevant forms to be completed by their physician.
The job description conveys to the physician an accurate
description of the job so they, in turn, can specify the employee's
functional abilities with a sense of objectivity. The physician must
be informed that modified work is available for both work and non -
work related medical conditions.
The Case Management Team will consult with the employee
regarding the case management plan prior to its implementation.
The Human Resources representative will review any medical
documentation submitted by the employee.
Documentation advising the City of any medical restrictions the
employee might have is to be submitted by the employee as soon
as possible after the medical visit. All medical information will be
filed with the Human Resources representative.
Programs including attendance counselling, medical assessment
and treatment, functional abilities evaluations, vocational
rehabilitation, work hardening, modified duties, and
accommodation may all be included as components to increase
the success of the disability management/return to work process.
The Case Management Team's intervention may be the first of
many along a claims management continuum which ends when
the affected employee's productivity is restored to the fullest
extent possible. Decisions in respect of the employment status of
any employee rest solely with the City.
07.04 Return to Regular Work
07.04.01
07.04.02
The employee is responsible for contacting the Supervisor to
notify him/her of their return whether to regular employment or to
modified duties. Employees are required to notify their
Supervisors at least the day prior to their return.
The employee must provide medical documentation acceptable to
the City and as outlined in the definition section of this procedure
prior to his/her returning to work. The employee is required to
Procedure Title: Attendance Management Page 11 of 33
Procedure Number: HUR 130-025
07.04.03
07.04.04
provide the appropriate medical documentation in writing to the
Human Resources representative for return to work clearance in
the following circumstances:
a) following an injury whether work-related or not;
b) there is uncertainty about the employee's ability to return
to regular duties; or
c) there is concern about infectious diseases.
The City may request further medical information from the
employee's physician regarding the employee's ability to return to
regular duties. The employee's physician is expected to cooperate
in returning the employee to work by providing timely relevant
information.
Where the City has reasonable grounds for concern regarding an
employee's fitness to return to regular work, it may require the
employee to undergo an independent medical assessment or a
functional abilities evaluation.
07.05 Unable to Return to Work
07.05.01
07.05.02
07.05.03
07.05.04
During an extended absence, the employee will be provided with
information to be reviewed and completed by their physician(s).
The information to the physician(s) will include the availability of
modified work, the employee's current job description
summarizing the job requirements and physical demands of the
position, and a Functional Abilities Form, Attending Physicians
Report or other relevant forms.
If the medical documentation deems the employee unable to
return to work the Supervisor will develop a weekly routine with
the employee to ensure regular communication.
While absent from work, the employee will be required to submit
updated medical information according to the timeline stipulated
by the Human Resources representative. Sparse or questionable
medical information will be clarified.
The Human Resources representative will conduct comparisons
to ascertain if the period of employee convalescence is in keeping
with the norms of the injury or illness as per the Human Rights
Code, WSIB legislation, or the insurance carrier, as appropriate.
The claim management strategy can then be modified
accordingly. For example, if a claim goes beyond the maximum
medical recovery and the employee is medically certified as
"totally disabled" and deemed unable to perform modified work, a
Procedure Title: Attendance Management Page 12 of 33
Procedure Number: HUR 130-025
07.05.05
third party medical assessment may be scheduled to obtain
objective medical findings which serves to confirm the prognosis
and/or recovery.
This routine will be followed until the employee receives medical
documentation asserting their ability to resume full responsibilities
or they begin participating in the City's Return to Work Program.
07.06 Return to Modified Work
07.06.01
07.06.02
07.06.03
07.06.04
Upon proper notification from the employee, the WSIB or the
insurance carrier that the employee is not totally disabled and is
capable of performing modified work, the Human Resources
representative will inform the Case Management Team.
To qualify for modified work the employee is required to submit
medical documentation clarifying their functional abilities inclusive
of limitations, restrictions, prognosis, and recovery.
The City may request further medical information from the
employee's physician regarding the employee's ability to return to
modified work. The employee's physician is expected to cooperate
in returning the employee to modified work by providing timely
relevant information on medical limitations and restrictions, etc.
The Team will meet to discuss the viability of modified work and
coordinate a Return to Work plan based on the employee's
medical limitations and restrictions and the organization's ability to
accommodate such restrictions to the point of undue hardship or
health & safety.
07.06.05 Modified work may include the following time -defined
accommodations:
a) fewer and/or graduated working hours;
b) more rest breaks;
c) assistance from co-workers;
d) alternative jobs;
e) assistive devices;
f) special projects; or
g) alternate assignments and/or shifts.
07.06.06 The Modified Work plan shall include:
a) a brief description of the job duties the employee will
perform;
Procedure Title: Attendance Management Page 13 of 33
Procedure Number: HUR 130-025
07.06.07
07.06.08
07.06.09
07.06.10
07.06.11
07.06.12
b) the department, date, and shift the employee is to
commence modified work, and when updated medical
information is to be provided to the immediate non-union
Supervisor;
c) specific dates on which work time and/or workload
increases in the case of work hardening; and the date of
the next case management meeting; and
d) the date the employee is to return to regular full-time or
part-time work.
If the employee will be working on rotating shifts, it is the
responsibility of the immediate non-union Supervisor to ensure all
supervisors are informed, in writing, of the employee's functional
abilities and limitations.
If the Return to Modified Work plan is to be carried out in a
department other than the employee's own, that department
Supervisor shall form part of the return -to -work Case
Management Team.
The Human Resources representative will provide notification of
available safe and suitable work in writing to the WSIB, or
insurance carrier if applicable.
If deemed appropriate and all parties agree, the Human
Resources representative may verify and coordinate a return to
modified work without a formal Case Management Meeting.
For the duration of the program, the Human Resources
representative and the employee's Supervisor will monitor the
employee's progress to assist if any difficulties arise and to ensure
the plan is being followed.
It is the employee's responsibility to report to their Supervisor any
problems or concerns they are experiencing with the assigned
work.
07.06.13 When the modified work program is nearing the end of its term,
the Human Resources representative will meet with the employee
and reaffirm, by means of written communication from the
employee's physician, the employee's ability to perform regular
work. If the employee requires a medical assessment, the Human
Resources representative will ensure the employee has the
appropriate forms to take to their physician.
07.06.14 The employee must obtain appropriate medical clearance before
commencing regular work, 24 hours prior to returning to work.
Procedure Title: Attendance Management Page 14 of 33
Procedure Number: HUR 130-025
08 Attendance Management Program
08.01 Purpose of the Program
The purpose of this Program is to establish a proactive role in the management
of attendance and to assist permanent full and part-time employees with higher
than average absenteeism to improve through the development and
implementation of an attendance improvement plan.
08.02 Responsibility
08.02.01
08.02.02
08.03 Absences
Attendance management is the direct responsibility of line
management. Supervisors/Division Heads and Directors are
required to track, identify and manage the attendance of
employees.
Those with good attendance should be recognized. Conversely,
employees with below average attendance should be given
counselling and assistance to help them remove the barriers
preventing them from regular attendance.
08.03.01 Absences addressed in the Attendance Management Program
may include:
a) paid Sick leave for personal illness/injury that is unrelated
to work (and the employee is not participating in the
Disability Management program);
b) paid Sick leave for illness of an immediate family member;
c) paid Sick leave for Scheduled Medical Appointments in
accordance with the provision set out in 06.01 (b);
d) unpaid Sick leave for personal illness/injury (unrelated to
work); and
e) culpable absences (refer to Employee Absences, Section
06).
08.03.02 Absences not addressed in the Attendance Management
Program:
a) vacation (paid and unpaid);
b) family medical leaves and emergency leaves as defined
by the Employment Standards Act;
c) pre -approved Leaves of Absence;
d) bereavement leave (paid and unpaid);
e) lieu time;
f) union leave;
Procedure Title: Attendance Management Page 15 of 33
Procedure Number: HUR 130-025
g) pregnancy/parental leave;
h) Jury Duty;
i) Suspensions;
j) absences due to a work related illness or injury and
approved by WSIB ;
k) sick leave absences related to a declared disability (and
employee is participating in the Disability Management
program); and
I) long-term disabilities (as determined by the City's LTD
carrier).
08.04 Absence Monitoring
08.04.01
08.04.02
The process to improve attendance begins with absence
monitoring through the City's computer software program and the
immediate non-union Supervisor.
Employee absences will be reviewed quarterly and compared
against the City's average Absence Rate. To determine the
average Absence Rate, Human Resources will review the level of
absenteeism annually, compare to the industry norm and set an
acceptable average for the following year.
08.04.03 The level of absenteeism will be assessed in two ways:
08.04.04
08.04.05
a) First, the employee's rolling absence rate will be
compared with City's average absence rate. The rolling
absence rate is defined as the total hours of absence for
the preceding twelve (12) months times one hundred
divided by the hours of regular work during the same
period (i.e. 1820, 2080, or 2184). Permanent part-time
absenteeism will be calculated using the seniority hours
calculated during the same 12 month period.
b) Second, the non-union Supervisor will review absences
for late arrivals and/or early departures or to determine if a
pattern exists.
Directors will appoint the most appropriate non-union
Administrative Assistant(s) to complete the Tracking & Reporting
process quarterly as outlined in Appendix 6 and provide the
reports to the appropriate Supervisor.
Supervisors will review quarterly reports and take the necessary
action described in Section 08.05, Attendance Improvement
Process, to improve attendance with employees with late and/or
early departures, patterned absences or who meet or exceed the
City's reasonable standard of absenteeism. Special
Procedure Title: Attendance Management Page 16 of 33
Procedure Number: HUR 130-025
circumstances will be considered when there is a single clearly
identifiable cause for absenteeism over a defined period of time,
and where the employee's attendance record has previously been
acceptable.
08.05 Attendance Improvement Process
Stage 1 — Informal Attendance Improvement Process — First Meeting
08.05.01
08.05.02
08.05.03
Employees with patterned absences, late or early departures, or a
rolling absence rate at or above the absenteeism standard for the
first time will be counselled to assist them in improving their
attendance. Their attendance record will be reviewed to determine
whether or not their absences are innocent or culpable.
Counselling will take the form of an informal meeting between the
employee and their Supervisor. At the meeting the Supervisor will
follow the Attendance Management Meeting Guidelines (Appendix
2) and complete an Attendance Improvement Plan (Appendix 3)
outlining detailed absences and expectations for review and
discussion. The employee is to be given a copy of the signed
improvement plan for reference. This meeting is seen as
preventive in nature and as such the improvement plan is given
only to the employee.
The Supervisor is to inform the employee that they have the
choice of having a union representative in attendance during any
phase of the process.
Stage 2 — Formal Attendance Improvement Process — Second Meeting
08.05.04
08.05.05
08.05.06
Once the employee has participated in an informal meeting, the
next quarter that the employee's attendance has not improved
and/or their rolling absence rate is at or exceeds the absenteeism
standard, the employee will be contacted regarding a meeting
date and time to review their attendance record.
The Supervisor is to inform the employee that they have the
choice of having a union representative in attendance during any
phase of the process.
At the meeting the Supervisor will follow the Attendance
Management Meeting Guidelines (Appendix 2) and review the
expectations set out in the first Attendance Improvement Plan. A
second Attendance Improvement Plan (Appendix 3) outlining
detailed absences and reiterating expectations will be provided to
the employee, Human Resources, and the Union (as applicable).
Procedure Title: Attendance Management Page 17 of 33
Procedure Number: HUR 130-025
08.05.07
If absences are deemed to be culpable the Supervisor should
consult with Human Resources to determine if discipline is
appropriate.
08.05.08 A follow-up period (approximately 3 months) shall be established
to monitor improvements.
08.05.09 A counselling letter (Appendix 5) documenting the meeting must
also be given to the employee with copies to Human Resources
and the Union.
08.05.10
The Supervisor will monitor the employee's attendance and
his/her adherence to the Attendance Improvement Plan for the
periods specified in the counselling letter.
Stage 3 — Formal Attendance Improvement Process — Third Meeting
08.05.11
08.05.12
08.05.13
08.05.14
08.05.15
If the employee has not achieved the required results, a third
formal meeting will be scheduled with the individual to offer further
assistance. The Supervisor is to inform the employee that they
have the choice of having a union representative (if applicable) in
attendance during any phase of the process.
At the third meeting, the second improvement plan is reviewed. A
third Attendance Improvement Plan is completed outlining detailed
absences and reiterating expectations. The employee is informed
that a physician's certificate is required for future absences.
If absences are deemed to be culpable the Supervisor should
consult with Human Resources to determine if discipline is
appropriate.
A follow-up period, usually 3 months, to track the employee's
progress should be identified. A second counselling letter
documenting the meeting and the third attendance improvement
plan shall be given to the employee with copies to Human
Resources and the Union.
The Supervisor will continue to monitor the employee's
attendance and progress with the improvement plan specified in
the second counselling letter.
Stage 4 — Formal Attendance Improvement Process — Fourth Meeting
08.05.16
If the employee has not achieved the required results, the
Supervisor will consult with Human Resources and a fourth formal
meeting will be scheduled with the individual to offer further
Procedure Title: Attendance Management Page 18 of 33
Procedure Number: HUR 130-025
08.05.17
08.05.18
08.05.19
08.05.20
assistance. The Supervisor is to inform the employee that they
have the choice of having a union representative in attendance
during any phase of the process.
At this meeting, the previous attendance improvement plan is
reviewed and revised, or a new plan is developed. The employee
is asked to undergo a medical assessment with their physician to
provide a medical prognosis as to whether the employee is
capable of regular future attendance.
If absences are deemed to be culpable, the Supervisor should
consult with Human Resources to determine if discipline is
appropriate.
A follow-up period (approximately 3 months) to track the
employee's progress should be identified. A third counselling letter
documenting the interview and the revised attendance
improvement plan shall be given to the employee with copies to
Human Resources and the Union.
The employee will be given the appropriate forms to take to their
physician. The Human Resources representative will review the
results of the medical assessment to determine if the employee
should be referred to the disability management program.
08.05.21 If the employee does not require referral to the disability
management program and the prognosis for regular future
attendance is good, the Supervisor will continue to monitor the
employee's attendance and progress with the attendance
improvement plan specified in the counselling letter.
Referral to Human Resources
08.05.22
If the employee's attendance has not improved, the matter will be
referred to Human Resources for consultation and guidance.
Human Resources will provide support for the continued
management of attendance.
08.05.23 Possible next steps may include:
a) If there is a reasonable basis to believe that the employee's
attendance will improve to an acceptable level within the
foreseeable future, an attendance improvement plan will
continue with review after three months.
b) Discussing with the employee other options that may
improve absence rate (i.e. transferring to an alternate
position, part-time status, or reduced hours).
Procedure Title: Attendance Management Page 19 of 33
Procedure Number: HUR 130-025
c) Advising the employee that continued failure to improve
attendance to an acceptable level may lead to disciplinary
action up to and including termination.
08.06 Employment Termination for Absenteeism
08.06.01
08.06.02
08.06.03
During the entire process, it is the City's intent to have the
employee resolve whatever difficulties are involved and return to
an acceptable level of attendance. The City will provide
reasonable assistance to support a return to that level.
If the employee, with the City's support, has been unsuccessful in
improving their attendance, the City of Pickering may terminate an
employment relationship where the employee is unable to fulfil
their obligation to regularly attend work as an essential duty of the
job.
The following factors will be taken into consideration in
determining whether termination of the employment relationship is
warranted:
a) Is the employee's absence record significantly higher than
the average of other employees in the City?
b) Are there objective findings that it is unlikely that the
employee will be able to attend work regularly in the future?
c) Has a disruption to the workplace occurred as a result of
the employee's excessive absenteeism?
d) Has it been made clear to the employee that the level of
attendance is unsatisfactory?
e) Has the employee been given written notice that the
unsatisfactory record of attendance may lead to the
termination of employment if there is no improvement to an
acceptable level?
08.07 Attendance Improvement/Regression
08.07.01
08.07.02
At any stage, if the employee's attendance meets the agreed
upon attendance improvement plan and/or absenteeism rate is
below the City's absenteeism standard, a letter of
acknowledgment is sent to the employee highlighting the
improvement.
If an employee meets the attendance improvement plan however
their absenteeism rate for the previous 12 months is still higher
than the City's absenteeism standard, the employee will repeat
the current stage in Attendance Management Program.
Procedure Title: Attendance Management Page 20 of 33
Procedure Number: HUR 130-025
08.07.03
If an employee does not sustain acceptable attendance in
subsequent quarters, the employee will repeat the previous stage.
If the employee has sustained improvement for a period of 1 year,
they will return to the first stage (Informal Attendance
Improvement Process) of the Attendance Management program if
their attendance declines to an unacceptable level in the future.
Appendices
Appendix 1 Lateness/Absence/Early Departure Notification Report Template
Appendix 2 Attendance Management Meeting Guidelines
Appendix 3 Attendance Improvement Plan
Appendix 4 Letter of Acknowledgment
Appendix 5 Counselling Letter (Formal Stages 2 — 4)
Appendix 6 Attendance Management Program Tracking & Reporting Process
Procedure Title: Attendance Management Page 21 of 33
Procedure Number: HUR 130-025
Appendix 1
Lateness I Absence / Ear y Departure
Notification Report
Lateness 0 Abse,
Employee's time
Early Departure
Dent
Plea_ Sded
Scheduled Shift
Reason(s) for Repoit
Please Select
Call Re<thved
Vision / Se t Ie
Employees
Supervisor
Division / Section Recormer
Procedure Title: Attendance Management Page 22 of 33
Procedure Number: HUR 130-025
Appendix 2
Attendance Management Meeting Guidelines
1. Meeting Preparation
Prior to the meeting, the Supervisor needs to:
• Review the employee's absenteeism record and request/review any additional
documentation about absences available (i.e. EZ Labour reports, and/or
Lateness/Absence/Early Departure Notification Reports).
• If there are extenuating circumstances, discuss with HR whether an Attendance
Management meeting is appropriate (extenuating circumstances may include a
single occurrence due to surgery, declared medical condition, etc.).
• Advise employee the purpose of the meeting and ensure employee understands
that it is non -disciplinary (the employee is entitled to a union representative at
every stage and if they elect to have one present the Supervisor will arrange for
one to attend).
• Make arrangements for a private location (i.e. Meeting room or enclosed office)
and schedule a mutually convenient time with enough time for discussion.
• Prepare the Attendance Improvement Plan and organize the facts and
information in advance of the meeting. Obtain EAP (Employee Assistance
Program) brochure from HR.
• Plan to take notes.
2. During the Meeting
During all attendance improvement meetings, the Supervisor should:
• ensure confidentiality;
• show respect for the individual's integrity;
• use a tone which demonstrates genuine concern and understanding;
• take a professional and positive approach;
• discuss the attendance concern, not other issues; and
• actively listen to the employee.
Key discussion points:
• The purpose of the meeting is to make the employee aware of the late or early
departures, patterned absences, or of the unacceptable absenteeism rate that is
higher than the established absenteeism rate (show documentation).
• Review the Attendance Management Program:
o quarterly review of each permanent employee in the City;
Procedure Title: Attendance Management Page 23 of 33
Procedure Number: HUR 130-025
o review records for employees whose absenteeism rate is above the
average;
o explain and address "innocent absenteeism". Legitimate absences due to
illness or injury; and
o explain employee's stage in the program.
• Discuss any patterns that may exist (i.e. Frequent absences on/before/after the
weekend).
• Discuss any late arrivals and/or early departures.
3. Attendance Management Meeting Template
• Enquire about the cause(s) of their absenteeism (do not get into detailed medical
dialogue) and record information.
• Show concern with the level of absences and overall well-being of the employee.
• Stress the negative impact of the employee's absenteeism:
o fellow workers having an additional workload;
o morale of fellow employees;
o unmet deadlines;
o the negative impact on the department's productivity and/or the
departments inability to provide expected services; and
o the time and cost of finding a replacement and the disruption of
department routine.
• Offer assistance to employee.
• Remind of the availability of the EFAP (Employee Family Assistance Program
also covers family members).
• Emphasize the expectation that attendance improve to an acceptable level.
• Communicate to the employee that their attendance will be monitored over the
next three months and the next steps if attendance does not improve.
• Advise the employee that they will receive a letter confirming the details of the
meeting and a copy of the completed Attendance Improvement Plan During the
informal phase only the improvement plan is required.
Additional discussion points for Stages 2 - 4:
• Review previous Attendance Improvement Plan.
• Acknowledge any improvement.
• Enquire about the reasons the employee was not able to improve attendance to
an acceptable level and record information.
• Develop (or revise) a plan for improved attendance and document.
• If at Stage 3, indicate to employee that a physician's certificate will be required
for future absences due to illness.
• If at Stage 4, request employee undergoes a medical assessment to determine if
there is an underlying medical condition that may be preventing the employee
Procedure Title: Attendance Management Page 24 of 33
Procedure Number: HUR 130-025
from improving attendance. Advise the employee that the Human Resources
representative will provide the necessary medical release and physician's forms.
• At either Stage 3 or 4 if absences are deemed to be culpable, seek guidance
from Human Resources to determine if discipline is appropriate.
Note: If the employee indicates that the attendance difficulties are as a result of a
medical condition or disability at any stage, the Supervisor needs to refer the matter to
the Human Resources representative.
4. After the Meeting
Follow through on any commitments from the meeting including:
• ensure the employee receives a copy of the signed Attendance Improvement
Plan and counselling letter (if beyond Stage 1) confirming the details of the
meeting and plan for improvement within a reasonable time frame (i.e. one
week);
• provide copies to HR and the Union for Stage 2 - 4 meetings;
• address any work-related issues that may be impacting attendance (i.e.
workplace conflicts); and
• consult with Human Resources or Human Resources representative on any
concerns.
Procedure Title: Attendance Management Page 25 of 33
Procedure Number: HUR 130-025
Appendix 3
Attendance Improvement Plan (Complete For All Stages)
f
f"f
gflrop 4
'f�s,3'�r m i
€ I
t
i s
I
1,
.-i
E p3ii
Z [
a..; h
....
Y
I
StlHtl9 NHi
ft .0 a. ce fm a r�vemeh
t
F = `� '3E �4t !
Y -=_c ..l ! w .
l3 as f
P
, I , 'S'—G. '"
B « F r ; u.:<av�
t--.'1
I V! �[
i
! �
f
ax-
Y F�
ftlL€4' :r�z
C EEEEE. "�E. ftl
Review Period
(list - Month / Year
) to (list - Month/Year)
fes..rr
R
{r
5
�
[ f
-
r
# ..
Ts
'
u
�
'9
E
J,
G
C'�'
-
f
{
L
Date:
Supervisor:
Employee:
Position:
gg
4
pC
�-
I€€;
'''
€ N�F irzsl.€.€g.0 a��f
gr
-
_
-
ayl
It:
E -.-.
-
e'
r
Excessive
20xx absences:
(List occurrences)
20xx absences:
(List occurrences)
use
of uncertifed sick time (and/or lateness). (include total
number of days/hours)
�/>.
3. _ '�
�fff'nt
tl I I
a Yg
A
e1V
�E
�p�a#tli
€tF
['
�1
�i
E,�. 9'
'� fi yrl�ii.�
4
5
$" 3i
.� EE
- F
���
- ,
F E
f _ �'e€
it,_
To arrive to work
on a regular basis
and on time and improve attendance.
Date for Review
of Plan Progress:
in 3 months.
fable 46---urces-
3
P �`"
E 6�s
y€I
i�l
9kF ,i,,,;_._,.
i
��F
tl=�3f
UI
f �.
�T
s.e
t.„...._,
€.�.{.
E
..qe L'
-.�.
-}
•'�i...e>..
�``-'
Please list available
etc.):
resources (e.g
EFAP Wellness Program, Childcare
services,
Contact information
for resources:
di
ulr
p
€ i4N
'`
-
�
; a
l��
� .. .. — ��{
`
Iia
1
-F
E�Y
�FEG
-
Date:
Time:
Location:
d A
H1Iriii
p .:iI
r,
,
---A,
R,:
5
1
bf+-,'ate-
k.
--c''^:f !€.E `
r
"{
--
, c
9iPi�fiE
�:
t
{
,'
€'-z' ,gr"u.
L
1c1
it
e4a
Comments:
Employee Signature: Date:
Supervisor Signature: Date:
Procedure Title: Attendance Management
Procedure Number: HUR 130-025
Page 26 of 33
Appendix 4
Letter of Acknowledgement
Confidential
Date
Name
Address
City, Prov PC
Subject: Attendance Improvement
sub heading if required
File: A-4310
You have now completed three months of employment since our last meeting and I am
pleased to inform you that your attendance has improved.
Please continue the good work as I am sure you realize the importance of your steady
contribution to the overall success of our organization.
Should you require assistance in future to maintain or improve your attendance, please do
not hesitate to contact me.
Yours truly
Supervisor Name
Title
Copy: Director/Division Head
Human Resources
Union
Procedure Title: Attendance Management Page 27 of 33
Procedure Number: HUR 130-025
Appendix 5
Counselling Letter (Formal Stages 2 - 4)
Personal & Confidential
Date
Employees Name
Address
City, Prov PC
Subject: Attendance Improvement
sub heading if required could specify discipline letter
File: A-4310
This letter is to summarize and confirm the information discussed in our meeting held on
<Date>.
As you are aware, the City's Attendance Management Program monitors the attendance for
all permanent employees and seeks to assist employees {choose one —with patterned
absences — late and/or early departures — or - whose absenteeism rate is higher than the
established absence rate}. In reviewing your attendance record for the past 12 months, your
absenteeism continues to be (at an unacceptable level) or (above that rate at <employee's
rate%>).
Below is a summary of your absences and or late/early departures since our last meeting
three months ago.
<Date(s) (? hours)> - <Reason provided>
ie. November 1 & 2 (16 hours) — Sick
<Date(s) (late or early departure)> - <Reason provided, if any>
*(Provide any details discussed during the meeting)
During our meeting on DATE, you committed to improving your attendance through the
enclosed Attendance Improvement Plan.
Procedure Title: Attendance Management
Procedure Number: HUR 130-025
Page 28 of 33
a ending
3 ®rf4i
1;pr ont t�io�,
rou e
rrras mu
The City of Picker'ng is committed to being socially and economically responsib e and having
a respectful work environment. Absenteeism has a detrimental impact on our ability to
provide quality services, increases costs, places additional workload on colleagues and
reduces staff morale. While the validity of your absences is not being questioned, the City of
Pickering needs to be able to depend on your regular attendance.
Your attendance will continue to be monitored and reviewed again for improvement in
approximately three (3) months.
I again, encourage you take whatever steps are necessary to improve your attendance. I
would be pleased to provide any assistance required and strongly encourage that you
contact the City of Pickering's confidential Employee Family Assistance Program (EFAP),
which may be reached at 1-800-387-4765 or workhealthlife.com, for additional assistance.
Yours truly
Supervisor Name
Title
XX:xx
Enclosure
Copy: Director/Division Head
Human Resources
Union President
Union Secretary
Procedure Title: Attendance Management Page 29 of 33
Procedure Number: HUR 130-025
Appendix 6
Attendance Management Program Tracking & Reporting Process
Reports are to be completed quarterly after EzLabor submission for the period ending March
31, June 30, Sept 30 and Dec 31 (i.e. April 15, July 15, October 15 & January 15).
Initial Report Set-up
Create a master "Time Card Report" in ezLabour for your payroll area. After the initial set-up
use the master report found under "My Reports" when preparing the quarterly reports.
Create a Time Card Report for payroll area in ezLabour
1. Select Reports (top right).
2. Select Supervisor Reports (bottom of the page).
3. Go to Time Card Report.
4. Choose t Edit Report.
5. Change the Name to "Payroll Area Time Card Report" (i.e. C&R Time Card Report
6. Change Time Frame to Define at Runtime.
7. Go to Create a New Filter (bottom of page)
8. Under Select Field choose Department
9. Under Selected Values, click 11
10. Select all department codes within the payroll area and Submit
11. Select Add Filter _ M-
12. Under Select Field choose Earnings Code
141
13. Under Selected Values, click
14. Select Sick Paid and Sick Unpaid and Submit
15. Select Add Filter Adt__L .
16. Under Select Field choose Pay Group
17. Under Selected Values, click L
18. Select all codes that start with FT or PT (so that all permanent part-time & full-time are
selected) and select Submit.
19. Click Add Filter
20. Save the report for quarterly reporting.
Determining Absenteeism Rates
To determine each employees' 12 month rolling absenteeism rate, the quarterly reports will
be divided and prepared as follows:
Report to include up to date
Due date to Supervisor and HR
March 31
April 15
June 30
July 15
September 30
October 15
December 31
January 15
Procedure Title: Attendance Management Page 30 of 33
Procedure Number: HUR 130-025
1. Run Total Hours Report for previous 12 months
a. Go to Reports — Home (top left)
b. Under "My Reports", select the saved "Time Card Report" report.
c. Choose Download Report.
d. Enter date range for previous 12 months (i.e. 01/07/2013 to 30/06/2014)
e. Enter File Name (Attendance Report Payroll area & Date i.e. Attendance Report C&R
June 2014) and select Submit (bottom of page). Choose Open.
2. Save File
a. Under the office button, select Save As
b. Change type to Excel Workbook
c. Save file in a Confidential location
3. Add a column for Name (to combine first and last name)
a. Hi -lite column "D" and right click on mouse and choose "Insert"
b. Add Header Name in D1
c. In D2 add the following formula =B2&", "&C2
d. Copy the formula to the rest of rows in the column
4. Create a pivot table.
a. Go to cell Al
b. Click Insert on the ribbon
c. Choose Pivot Table
d. Select OK
e. Select the following fields; Name, Earnings Code and Hours
f. On the right hand side drag the fields below to the applicable
header
®o '-'5.4.-2 , .,
7 ' '�1
(Blank)
Earnings Code
rr4d ; .r -SA Wr : i
!i -07�
.�
I -
_
lop r
Uzi,
rm- �: �_ ..'%�
1,1 poll�9 �.. Ilk C
_g _44 k �d uNul � g r.=.M%I lP$IIV{i
Al -� Company Code
rr -
D -
I Worked D
lr F ...
Earnings (Hours
fix_ ��.:.
ar
A.Cornea v Last Name First Nam eEmployee
Description
2 ; 822A
3sR77A
e. Select the following fields; Name, Earnings Code and Hours
f. On the right hand side drag the fields below to the applicable
header
®o '-'5.4.-2 , .,
7 ' '�1
(Blank)
Earnings Code
Name
Sum of Hours (Hours)
NOTE: When Hours is moved to the Values column, it should show
Sum of Hours. If it does not, click on the arrow beside Hours and
choose Value Field Setting, scroll to the top and choose Sum and click
OK.
Procedure Title: Attendance Management
Procedure Number: HUR 130-025
]hP
mmikw'u�Ni
oe d,6
Code
MLast Flame
E
First Marne
uWorked t
Code
R] norms
5. Calculate Absenteeism Rate.
a. Add a column at end of spreadsheet titled Absenteeism Rate.
b. Use the following formula in the cell under Absenteeism rate to determine the rolling
absence rate.
=(grand total)/Regular hours x 100
ie.=(D511820, 2080 or 2184 *100)
Note — grand total should represent sick
paid + unpaid.
Regular hours is based on the following
1820
7 hours per day employees
2080
8 hours per day employees
2184
Fire Services employees
Seniority
Hours*
part-time employees *(use
seniority hours for the same 12
month period
c. Copy formula to all rows (including last row with totals) and change to number with
one decimal place (Under Home Tab > Number).
6. Copy Pivot table to new worksheet in file.
a. Select all columns and rows in pivot table.
b. Right click mouse and choose Copy.
c. Go to new sheet (bottom of spreadsheet).
d. Right click mouse and paste.
e. Rename Worksheet at bottom to "Over Average".
7. Create a filter for employees over average.
a. Go to Absenteeism Rate cell.
b. Select Data from tabs at the top of page and select filter.
c. In the Absenteeism Rate cell click on the arrow
d. Select
i. Number Filters
ii. Greater than or equal to and enter the City's annual average absence rate
(provided by Human Resources)
e. Choose OK. Only those employees with absences equal to or greater than the
average absence rate will be included.
8. Save File.
9. Advise Supervisors
a. Provide supervisors with the quarterly report and highlight employees who meet or
exceed the average absence rate. Provide them with a detailed listing of employee
absence incidents upon request.
b. Provide a copy of the quarterly report to Human Resources.
Procedure Title: Attendance Management Page 32 of 33
Procedure Number: HUR 130-025
Step 10 will need to be completed upon request from the Supervisor
10. Provide a Time Card Report to Supervisor for requested employees
a. In ezLabour go to Supervisor Reports.
b. Choose Timecard Report.
c. Select Edit Report.
d. Change the Name of the Report to "Employee Name" Timecard Report i.e. Joe Smith
Timecard Report.
e. Change Time Frame to Define at Run Time.
f. Select Create a New Filter.
g. Under Field, select Employee.
h. Choose and select the employee.
i. Click Submit (bottom of page).
j. Choose "Add Filter" ®
k. Choose "Save" — Choose Preview.
I. Define the time period (should be the same as the initial report) then submit.
m. Print a hard copy or a PDF and provide to the supervisor for review and action.
Repeat step 10 for each requested employee. If the supervisor is requesting multiple
employees, they can be included on the same report by repeating steps h -j to add additional
employees.
Procedure Title: Attendance Management Page 33 of 33
Procedure Number: HUR 130-025