We're back with another Question of the Week! This week we're wondering...
How do you handle no call/no shows for employees OR clients?
We look forward to reading about your experiences below! โฌ๏ธ
Thankfully, I do not have to worry about no shows on the customer side of the world. Before I was an ice cream pusher, though, I worked for a busy restaurant/bar/music venue that had to deal with people not showing up for reservations. As all F&B folks know this is the bane of our existence! By the time I left there, they were transitioning to a policy of reservations only with a credit card. The customers were told that they would be charged $x for each person on the reservation if they just didnโt show up. It was amazing how quickly that stopped that particular problem, and we got very little blow back because everything was explained up front. It made our serving staff much happier, too.
On the employee side, my first comment is that from Day 1 we had an employee manual. It stated very clearly our policy which was built using our stateโs laws and unemployment guidelines, and after consultation with a labor-law attorney. For all employee disciplinary issues, we have a three-strikes policy. First strike is verbal warning (noted in their files) with a time limit the offense remains โon the books.โ Second strike (within a first strike window) is a written warning with a NEW time limit the offense remains โon the books.โ Third strike (within a second strike window) is a dismissal with cause. If a strikeโs time limit expires, the clock is reset and a new offense restarts that clock.
Our employees all are aware that not only is all of this documented, they have to sign the documentation as well as that they have the chance to make any notes on that documentation if they wish. Also they know that we will provide all documentation to the unemployment office when they file a claim, and that within the boundaries of the laws of Kentucky we reserve the right to provide a summary of the disciplinary history of the employee to future employers who call for references. Thankfully, Iโve never had to do that part because they never provided us as a reference if we fired them. Iโve provided plenty of information to unemployment folks, unless I just decided that I was fine having a claim ding my unemployment reserve fund.
Anyway, I think the important part here was the first part โ we have an employee manual that is clear and provides a level playing field for all of my employees. Itโs amazing how much easier that makes it on me when problems arise.
I don't have employees yet, but for future references they would have 3 no call no shows before termination occurs. When I managed in big box stores, I always called but if I didn't get a response or something it was automatic. I know life happens so that's why I'd reach out.
A very good point @TobaccoLeaf. Iโm the same way, but I donโt consider that a no show in the traditional sense. Once my schedule is published, if Iโve honored my employeesโ requests/availability, they know they must do everything to cover the shift. If they do and are unsuccessful, and itโs a good reason, the Buck stops with me. Itโs my business after all!
This is generally how we handle it as well. If a reliable employee is a no call/no show, my first concern is that they're okay. Once we've established that, we go from there depending on the circumstances. Generally, if it was a genuine emergency and it's the first time it happened, we have a conversation, document it in our notes, and then move on -- life happens and we know that our people are humans with lives, just like us. If it happens again, or is a recurring problem, then we begin a process of documenting and if it keeps happening, then letting them go. It's similar with chronic tardiness or callouts.
