What are the rules around time­keep­ing if I’m 10 min­utes late?

The Advertiser - Careers - - Job Focus -

PUNC­TU­AL­ITY is a trait ap­pre­ci­ated and ex­pected by em­ploy­ers. If you have a spe­cific start time, par­tic­u­larly in a role where you are paid by the hour, then you should make ev­ery at­tempt to be there on time (if not five to 10 min­utes be­fore). Ex­cuses such as missed trains or buses or over­sleep­ing alarms will not be well re­ceived, par­tic­u­larly if they are a reg­u­lar oc­cur­rence. Greater flex­i­bil­ity on hours may be al­lowed where flex­itime or other ar­range­ments are in place but should not be abused. Any vari­a­tion to agreed ar­rival or de­par­ture times should be com­mu­ni­cated to your man­ager.

Mid-ca­reer KEL­LIE RIGG Gen­eral man­ager, HR So­lu­tions Rand­stad

MOST man­agers are ac­cept­ing if em­ploy­ees are oc­ca­sion­ally late. Oth­ers fol­low much stricter pro­ce­dures. If you are run­ning late, phone or SMS your man­ager to let them know and be apolo­getic about your tar­di­ness. Apol­o­gise again on ar­rival and make up the lost time dur­ing the day. Let your man­ager know you will do this as it shows sin­cer­ity and com­mit­ment. If you’re a se­rial of­fender, re-eval­u­ate your pre­work rou­tine and ad­just ac­tiv­i­ties to ar­rive on time. De­lays on the odd oc­ca­sion are un­avoid­able, but con­sis­tent late­ness means your ded­i­ca­tion will be ques­tioned.

Ex­pe­ri­enced TIM ROCHE Prac­tice leader, Right Man­age­ment Ca­reer Tran­si­tion

A SIG­NIF­I­CANT per­cent­age of work­places have a high de­gree of flex­i­bil­ity around start­ing and fin­ish­ing times, which is im­por­tant given that in most fam­i­lies both part­ners work and have to fit chil­dren’s ac­tiv­i­ties into their work­ing week. Given this, be­ing late to work is less of an is­sue. But be­ing late to meet­ings is a con­cern. If you are a se­rial of­fender, it will have a neg­a­tive im­pact on your rep­u­ta­tion. If you are un­able to make meet­ings on time, it’s likely your poor time man­age­ment skills will creep into other ar­eas of your work with an over­all neg­a­tive im­pact on your per­for­mance.

The Ex­pert MICHELLE BENT­LEY Gen­eral man­ager Don­ing­ton

RIGOUR around clock-on, clock-off time will de­pend on the com­pany, in­dus­trial in­stru­ment or award un­der which the em­ployee op­er­ates, their level of re­spon­si­bil­ity and ac­count­abil­ity and in­ter­nal poli­cies. It also de­pends on how your man­ager’s at­ti­tude to im­ple­ment­ing these rules or reg­u­la­tions. Be clear on their ex­pec­ta­tions of you and aim to work within these. On the rare oc­ca­sion when you may be late, it is likely your man­ager will trade off with a late fin­ish or an early start. When em­ploy­ees re­peat­edly un­der-do their hours, it is likely to be a trig­ger for neg­a­tive at­ten­tion.

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