职业文化。如何处理迟到的问题？

What to do with the “latecomers”? How effective is issuing electronic access cards and subtracting minutes of lateness from wages or introducing the rule that every employee who is late should put $5 in a jar? What else can you use to discipline such employees: introduce talks to the manager, reprimanding, caricaturing, or maybe, not paying attention? Director of the MBA program "Innovation in Management" Emily Reid told CleverControl how and when to punish employees for being late.

当然，首先，你需要研究情况的背景，没有这个背景，就不可能做出正确的决定。每种类型的活动，每个市场情况，以及每个职业文化都是独特的。因此，我们需要讨论如何处理延迟问题，在不同的情况下，...

我们不能不同意这样一个事实：如果一个办公室在上午10点开门，秘书必须在9点59分准备好接听电话。

如果信息牌上写着，商店里唯一的销售员应该从早上9点到晚上21点都在工作岗位上。

飞行员不能在飞行中迟到。

一般来说，这样的纪律要求，由于常识，很容易控制，因为它是明确的，实际的，不会引起任何怀疑。当得到一份工作，其实施将在明确的时间界限内进行，未来的员工明白，准时是他或她的基本绩效指标。

Since the discipline, in this case, is directly linked to the quality of goods and services (and consequently to customer loyalty and economic viability of the company) there is no point in wasting time on caricatures, fines and other "tricks". You can allow an employee to be late one or two times excusing it with force majeure or some unexpected circumstances, but the third time you are safe to dismiss him or her.

每个有教养的人都知道，让别人等待是不礼貌的。

同样不礼貌的是，在与客户和同事开会时，或在看医生时，或在去美容院时，迟到了。

All companies have their own cultural code: in some, they will hold the door before you and smile, in others – just mumble something in response to your "Thank you, goodbye!" The cultural code can and should be changed with deliberate action considering that politer people are nicer to be around.

与这样的人非正式地交谈，交朋友，更好地了解对方，如果你们是同事，则更能信任对方。

如果你是他们的客户，从他们那里购买和听取他们的促销优惠会更令人愉快。这意味着客户和合作伙伴会更乐意与具有 "国王的礼貌 "的人合作。

礼貌是有回报的，尊重他人的时间是礼貌的一种表现。因此，要求员工遵守时间安排是必要的，而且也是合理的，原因很明显。

Should you punish the colleagues who do not recognize this etiquette rule? Most likely, fines and reprimands will be useless. But it is, of course, necessary to talk directly about the fact that being late to meetings is unacceptable, as well as the fact that the employee's inability to recognize company’s "cultural code" brings his or her future in the company into question. A punctual majority is the best helper in educating the unpunctual minority: when politeness becomes a generally accepted social norm, people will try to adhere to it to "be good."

如果你的员工的表现并不直接取决于他们在10:00或10:30开始一天的工作，那么你为什么会要求他们守时？也许是因为你对员工的工作质量和数量以及他们的态度普遍不满意？

客户数量比原来少了，销售额下降了。然而，销售经理似乎并不在意：他们继续在办公室里走来走去，好像什么都没发生过一样，谈论着他们将如何度过他们的周末。你甚至没有接近公司的商业和其他目标......但到底是哪些目标？

Alas, in companies without digitized goals and objectives the crusade for discipline often becomes manager’s way to say "You are working badly!"

As a rule, employees do not agree: they themselves believe that they work "fine" or even "well." But it is ineffective to talk about work on the level of subjective assessment, it is necessary to introduce clear, obvious metrics that are recognized by both sides, for example:

我们工作得很好，如果。

• Each quarter, our sales grow for the "x"% value;

• Turnover of sales staff does not exceed the "y" value;

• 每个月，我们检查年度任务计划，看我们是否遵守时间表：以预定的速度实施企业项目，建立业务流程，测试新产品等等。

请注意，在这个例子中，不仅有经济指标，而且还有事先计划好的公司质量演变的指标!

In this case, you should talk with the subordinates not like "Why are you late?", but rather "What can we do to move forward in line with our ambitious plan?"

计划的实施不太可能取决于三十分钟的工作，对吗？相反，它取决于知识、技能，当然还有动机。

That's the point: companies need not so much "disciplined" employees but those who work efficiently. And managers are concerned not so much with the fact that the employees come to the office 15 minutes late, but the fact that they do not do enough. They do not commit themselves to work completely. But who does? Maybe children playing some entertaining game in a courtyard ? Perhaps. They do not need to be convinced to come to the game earlier, the problem is most likely the opposite – parents cannot drag them home.

Or take for example young "nerds" in a startup company who are trying to create something that no one understands but that thing will soon change the world? These guys come to their garage early in the morning, and they are not motivated by a desire to avoid the penalty for lateness.

我们不太可能在看电影、听重要讲座或参加有趣的专业会议时迟到，因为我们想去那里玩，并获得一些知识。

我们每个人在生活中至少都做过一次自己喜欢的事情，我们都知道，当你需要的时候，你会提前来享受工作。因此，公司不应该把重点放在打击迟到上，而应该把重点放在使工作条件舒适和富有成效上，并寻找那些真正热爱自己职业的人，那些体验到努力工作的深刻心理需求的人。

这就是为什么世界上有越来越多的公司，在这些公司里，迟到没有任何惩罚，而且，迟到的概念本身也不存在。这些公司并没有为自己设定控制工作时间的任务。相反，他们正在努力创造一种环境，让人们愿意呆在这里，在这里玩耍，在这里发明，在这里行动!

We admire their culture and sometimes it surprises us: a friend of mine recently got a job at an American office of one multinational company. He comically tells the story of how he was not able to get any other answer to his question about his working hours except for "It would be great if you would come somewhere between eight and ten..."

他努力工作，做好工作。他喜欢这样。

他的经理只对如何让他多休息几天感到疑惑。

公司尽最大努力在世界各地选择像我的朋友这样的员工，并对他们有吸引力。

这样的公司通常不会有延误的问题。但也有这样的情况：...

It just so happens, that the function of control is the essence of the identification of the "manager".

这种经理人支持严格的等级制度--从上到下--的公司模式，知道他或她的基本管理工具是皱眉头和命令式的声音。

有时甚至不是因为出了问题。经理人只是认为他或她一放松就会出现混乱。

剥夺这样的经理人的专制管理风格的属性，让他或她与下属平等交流，他或她会立即感到软弱。

Unfortunately, these managers often do not have any other managerial skills except "surveillance". They are not engaged in the design of a business system, the development of a business strategy, do not study the customers or the industry and do not succeed as coaches for middle managers ... Alas, this is the saddest and almost insoluble context of struggle with the struggle of lateness: when the manager is busy with discipline because... well, what else should he or she control?

"Management of lateness" has no universal set of the right tools. Softness in some situations turns into permissiveness, which costs the company its profits, customers and causes reputational damage.

在不同的情况下，紧缩会导致隐蔽的破坏、隐瞒知识和小规模的报复，尤其是在这种紧缩没有客观理由的时候。

At the same time, it is hard to find a less productive culture than the “culture of the kindergarten”, when the schedule is defined by the "adults" and the "children" are subjected to it.

该怎么做？分析问题的所有复杂性，包括企业文化、业务流程、等级制度和管理技能。只有在这种情况下，你才能够设计出对你的公司有效的解决方案!

维持纪律和控制迟到的一个好方法是员工监控。监控软件将跟踪员工何时来，何时走，以及他们花多少时间工作。对于员工时间安排比较灵活的办公室来说，这将特别方便，因为它将节省经理控制出勤的大量时间。同时，与经理的直接控制相比，该软件对员工来说将是一种压力小得多的监督方法。今天的市场提供了大量的员工追踪解决方案，适合各种品味和预算。如果你想知道如何为你的公司选择最好的一个，请查看 我们的指南.