Employee absenteeism is one of the most common workplace problems facing employers in todays workplace.

Legitimate illnesses still account for the majority of employee absences, but some studies have shown that less than
one-third of absences from the workplace are related to poor health. Most employers offer their workers
vacation, sick leave, paid time off, or other kinds of paid and unpaid leave.

Occasional absences from work are inevitable - people get sick or injured, have to take care of others, or
need time during business hours to handle personal business. It is the habitual absences that are most
challenging to employers, and that can have the greatest negative effect on co-workers. Because missed
work days have a profound financial effect on a company's bottom line, it is beneficial for most
businesses to implement strategies to equitably monitor, reduce and respond to absenteeism.

One of the most frustrating parts of administering attendance policies for employers is the incredible amount of
abuse that takes place. A key to curbing abuse is to have an absenteeism policy that clearly sets forth which
absences are allowed, and what behavior will subject the employee to discipline. Absenteeism problems can range
from employees not calling in or not showing up for their shifts, taking sick leave when well, and exhausting their
available leave every month, to requesting extra time off and establishing patterns of abuse. For these non-protected
absences employers can, and should, discipline their employees.
A companys policy should be clearly written and disseminated to all employees. In addition, the employer should
make sure to train all supervisors and managers to ensure that the policy is being fairly applied. Its a good idea to
spot check attendance issues in every department to make sure that company rules are being fairly imposed.

One of the most frustrating parts of administering attendance policies for employers is the incredible amount of
abuse that takes place. A key to curbing abuse is to have an absenteeism policy that clearly sets forth which
absences are allowed, and what behavior will subject the employee to discipline. Absenteeism problems can range
from employees not calling in or not showing up for their shifts, taking sick leave when well, and exhausting their
available leave every month, to requesting extra time off and establishing patterns of abuse. For these non-protected
absences employers can, and should, discipline their employees.
A companys policy should be clearly written and disseminated to all employees. In addition, the employer should
make sure to train all supervisors and managers to ensure that the policy is being fairly applied. Its a good idea to
spot check attendance issues in every department to make sure that company rules are being fairly imposed.

I admit its a form of bribery, but it works. Indeed, this year, 300 of the 400 workers have been to work
every day.
Sec. 8. Parental Leave. - In addition to leave privileges under existing laws, parental leave of not more
than seven (7) working days every year shall be granted to any solo parent employee who has rendered
service of at least one (1) year.

Habitual Tardiness, Undertime

and Absenteeism Considered
Administrative Offenses
Posted on March 13, 2014
Officers and employees in the public service except those covered by special laws are mandated
under the law to render at least eight (8) hours of work daily for five (5) days in a week or a total of
forty (40) hours a week, exclusive of time for lunch. As a general rule, such hours shall be from eight
oclock in the morning to twelve oclock noon and from one oclock to five oclock in the afternoon
daily except Saturdays, Sundays and Holidays. Flexible working hours may be allowed subject to the
discretion of the head of office provided that the required working hours shall not be reduced. The
head of agency has the duty to require all officers and employees under him to strictly observe the
prescribed office hours.
In an office, its quite evident that there are employees who report for work late in the morning or
past 1 oclock in the afternoon. At times, others leave from work earlier than the prescribed eight-
hour work schedule in a given working day. They have all the reasons in the world when asked why
they were late or why they had to take undertime. There is a need to limit the number of times an
employee is allowed to be tardy, absent or go on undertime because of its inimical effect to public
service. Hence, let us revisit the policies on Undertime, Tardiness and Half Day Absence and
identify the corresponding sanctions/penalties for each offense which will surely prompt employees
to render work within the prescribed period of time.
The CSC issued Memorandum Circular No. 16, s. 2010 promulgating the guidelines on Undertime
which mentions that Undertime is not classified as tardiness. It states that any officer or employee
who incurs undertime, regardless of the number of minutes/ hours, ten (10) times a month or at least
two months in a semester or at least two (2) consecutive months during the year shall be liable for a
Simple Misconduct and/ or Conduct Prejudicial to the Best Interest of the Service, as the case
maybe.
Under CSC MC 23, s. 1998, Tardiness refers to the failure of an employee to report for work or
resume for work on time. Any official or employee shall be considered habitually tardy if he/ she
incurs tardiness regardless of minutes per day, ten times a month for Two (2) consecutive months or
Two (2) months in a semester during the year. He is subject to disciplinary action: 1st offense is
reprimand, 2nd offense is suspension for 1 day to 30 days and 3rd offense is DISMISSAL.
CSC MC No. 17, s. 2010 provides guidelines on HalfDayAbsence with conditions that any officer or
employee who is absent in the morning is considered to be tardy and is subject to the provision on
Habitual Tardiness and any officer or employee who is absent in the afternoon is considered to have
incurred undertime, subject to the provision on Undertime.
An employee who has incurred UNAUTHORIZED ABSENCES, exceeding the allowable 2.5 days
monthly leave credit under the Leave Law for at least three (3) months in a semester or at least
three (3) consecutive months during the year shall be considered habitually absent. Those
who incur habitual absence is subject six (6) months and one (1) day to one (1) year suspension on
the first offense and Dismissal on the second offense.
There shall be no off-setting of tardiness or absences by working for an equivalent number of
minutes or hours by which an officer or employee has been tardy or absent, beyond the regular
working hours of the employees concerned.

. Habitual Absenteeism this happens when the employee incurs

unauthorized (read: no approved/official leave) absences for more than
2.5 days for at least 3 months in a single semester, or for 3
consecutive months in a year;
2. Habitual Tardiness this happens when the employee is tardy for
at least 10 times in a month for 2 months in a single semester; or 10
times in a month for two consecutive months in a single year. Take
note that, technically, 8:01 AM is already considered tardy. The 15-
minute grace-period known and commonly practiced among
government offices has no basis in law or CSC regulation. To be sure,
forget about the so-called grace period in determining whether
youre tardy during a particular date or not; and
3. Loafing an employee is guilty of loafing if he/she incurs frequent
unauthorized absences from duty during office hours. A simple (yet
very real) example of this is when a government employee does
personal shopping at a mall during office hours.

2. Hiring new graduates means training your own pool of talents, which gives you an opportunity to
mold a new professional as opposed to making them unlearn old habits and pre-conceived notions.

In hiring new graduates, employers can foster their unique culture and develop employees in such a way
that works for them. Of course, hiring someone outside the organization can greatly undermine those
efforts, but new professionals can easily adapt to the culture and build the skills the company needs.

Fresh graduates are often eager to learn and extremely determined to prove themselves. When given a
task, they tackle it head one and wholeheartedly. They are not afraid to answer questions and seek
answers, because in college, they were trained to be open to learning even on things outside of their
expertise.

Being similar to a blank canvas, fresh grads can adapt to any corporate culture quickly, as well as
different working style

While fresh graduates have gone through internships, they have yet been instilled into the corporate
environment. Their minds are fresh, and thus, can bring a new perspective to your organization.

Most universities emphasize on the importance of innovation, which of these graduates bring to the
table. Fresh grads will also be able to point out flaws which current staff might not notice, being so used
to the work environment.

They bring innovative ideas and new perspectives Fresh graduates might
have done a few internships, but they havent yet been instilled into the corporate
world. Their mind isnt affected by previous company practices and can bring a
new perspective to your company. They might be able to point out flaws or
solutions to existing problems in a creative and ingenious way. Most universities
emphasize on the importance of innovation which these graduates bring to the
table.

3. Nepotism is the act of giving favor to a relative or a close person to acquire a certain position in an
institution. In the Philippines, it is called as Palakasan System. This Palakasan System was long been
practiced by the Filipino people throughout the history and the development of the modern Pilipino
society. This practice had penetrated to the culture of the Pilipino people in dealing with the employing
system of the country. In some instance, some people called it as the Backer system in which, someone
has to support you in attaining and applying a position. The Palakasan system continued to be practice by
the Pilipino people until this days.

Although, the system was sociologically accepted by some experts and social scientist, as well as some
authorities, there is still a negative effect on the continuing practice of the system.

To solve jobs and skills mismatch DOLE

ZamPen launches job coaching center to
aid jobseekers, employ
Date Posted: July 29th, 2011 12:00 AM

Both jobseekers and employers in the Zamboanga Peninsula (ZamPen) region are now assured of a
strong and skills-matched workforce as the Department of Labor and Employment (DOLE) Regional
Office 9 recently established and launched the DOLE ZamPen Testing and Job Coaching Center, with
DOLE RO 9 Regional Director Ponciano Ligutom pledging to mitigate the perennial problem of job and
skills mismatch in the region.

DOLE Secretary Rosalinda Dimapilis-Baldoz said the establishment of the testing and job coaching
center at the DOLE regional office in ZamPen has been part of DOLEs campaign to establish a jobs-fit
and productive labor force through the proactive measure of educating and steering jobseekers to the
right place in the labor market towards a job-rich, inclusive growth in all regions.

The center will serve as the labor guide hub easily accessible to jobseekers and other entrants to the
workforce in the region, Baldoz said.

Ligutom reported to the labor and employment Secretary that as the regions network of guidance
counselors, coaches, and Public Employment Service Office (PESO) managers will provide free career
counseling, employment coaching, and psychological testing services to applicants of both private and
government offices as aid in the hiring and selection process.

The job coaching center is the DOLEs channel in reinforcing the employability, utilization, and
productivity of the country's pool of human resources down to the grassroots level, driven by the
mission to lessen the problem of job mismatch and disparity of employment opportunities, so as to
also alleviate the brain drain phenomenon, Baldoz stressed.

DOLE Undersecretary Danilo P. Cruz graced the centers launching, together with vice chairmen Engr.
George Ledesma, representing the management sector, and Jose Suan for the labor sector,
respectively, of the ZamPen Tripartite Industrial Peace Council.

The DOLE has established the center in partnership with the ZamPen Guidance Counselors and Career
Coaches Network (ZGCCNet) headed by president Ermah Roble, TESDA Region 9, headed by Regional
director Buen Mondejar, together with the regional heads of the Civil Service Commission and ZamPen
Association of PESO Managers, who all have pledged to commit towards the holistic operation of the
job coaching center.

Ligutom said that the centers operation is fueled by DOLE's strengthened linkages with the Local
Government Units (LGUs), tripartite partners, and other essential government departments, and
reflects an all-out effort to achieve the twin goal of equipping jobseekers with the suitable skills and
cultivating productive employment in a competitive environment in the ZamPen region.

The testing and job coaching center will ensure impartiality in the selection and hiring system of
employers; eliminate the palakasan system, and develop workers aptitude and appropriate attitude
and competitiveness, Ligutom said.

The center, which cost P250,000.00 including equipment and other facilities, provides free tests and
services to workers and jobseekers them as they enter the world of work.

Queries about this release? Please contact the DOLE Regional Office No. 9 at (062) 9331877
or visit www.ro9.dole.gov.ph .