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Calculating Tardy Rate

Agent attendance/absenteeism

May 01, 2002

How do you compute a tardy rate for a call center? The two formulas we are currently considering are:

  1. Number of tardy minutes / total work minutes of sheduled agents for the day
  2. Number of tardy minutes / total work minutes of scheduled agent time less absent.

I hope you can help me. -- Choi


  • Posted at 12:00AM on Jun 1, 2002

    We assess tardiness in a timeliness and attendance section of our performance plan. We have a very large part-time workforce and our average agent works three shifts per week. One minute late is considered tardy in our environment. We calculate the tardy rate by dividing the number of shifts tardy by the total number of worked shifts within a review period (or orientation period). For example, 6 tardies / 156 shifts = 3.8% tardy. The performance review for this agent would reflect an on-time ratio of 96.2%. To meet standards within our performance plan guidelines, an agent must be on time for 95% of their scheduled shifts. -- Carol Hay, Pleasant Company

  • Posted at 12:00AM on Jul 1, 2002

    My call center does the same thing with tardiness, dividing number of shifts on time (150) by number scheduled (156) for 96.2%. Our standard is 95 % for both attendance and punctuality. My question is, then, what if an associate is present for the first 6 or 7 hours of an 8-hour shift? Is that an attendance occurrence even though they have been here the majority of their day, or is it some form of a late occurrence? Does anyone have any feedback? -- Jeremy Guetersloh, SGTS Bothell

  • Posted at 12:00AM on Jul 1, 2002

    Our late policy is on a 3 month rotating basis. It uses occurrences with the fourth occurrence a verbal warning, fifth occurrence written warning, suspension and then termination. We also have a 15 minutes flex time, since most lates were just a couple of minutes. If late 15 minutes or less, the agent can make up the minutes at the end of the shift and not be cited as an occurrence. With the cost of hiring and training, we are trying to calculate our policy to be fair to all. -- Shirlee

  • Posted at 12:00AM on Aug 1, 2002

    I have two questions concerning flex time for Shirlee (Response #2 above). First, do your associates abuse flex time (i.e., many associates 14 minutes late)? Secondly, how do you account for 15 minute flex time in forecasting? If you forecast based on half-hour intervals, you could have a significant portion of staff missing for close to half of that interval. -- Kareem Thrones-Jenkins

  • Posted at 12:00AM on Sep 1, 2002

    We do not have many that abuse the flex policy and it shows flexibility on the part of the company. The only abusers we have had in the past are gone due to other lates over 15 minutes or absences that exceeded our standards. The majority of the agents use flex time only when needed due to a train or accident that caused traffic delays. -- Shirlee

  • Posted at 12:00AM on Oct 1, 2003

    As stated earlier by Shirlee, "If late 15 minutes or less, the agent can make up the minutes at the end of the shift and not be cited as an occurrence." Have you looked at how that affects what you have forecasted? If the person is missing for ten minutes in the morning and makes up the time in the afternoon wouldn't there be a gap in the morning and overage in the afternoon? -- Frank

  • Posted at 12:00AM on Oct 1, 2004

    My question would be who and how are the late and tardy occurrences tracked and do you tie any of this to weekly / monthly agent score cards? -- Sharon F. Powers, AAA Carolinas

  • T.J. Posted at 12:00AM on Aug 24, 2007

    Our department manager allows a grace period of five minutes past our start shift time. This allows our staffers enough time to log in, as our shifts are tracked through an ACD line. Our department supervisor closely monitors those late times and reports them directly to the department manager. As an encouragement and benefit, our department manager compensates us if we arrive 15 minutes prior to our shift start. This allows plenty of time to settle in and be ready when their shift begins. Results have been immediate; for the past 5 months we've seen a drastic drop in tardiness because of the arrival benefit. As with Shirlee's response, it's truly expensive to hire and train new employees. If necessary, we work with the employee's shift schedule and make arrangements to work a different shift. This just doesn't happen on a frequent basis; much is weighed into the decision before we make these kinds of changes. Warnings and write-ups are still given. The philosophy is pretty simple: It's better to have someone arrive 15 minutes earlier, rather than arrive 15 minutes later. -- T.J.

  • Dowayne Peterson, Jr Posted at 12:00AM on Sep 6, 2007

    All this information is great, but what I do is a little bit different. I am pretty sure that most of you have some type of bonus structure. This is what I do to reduce tardiness and absences. We state that a bonus is not a wage. A bonus is for superior performance and superior adherence to scheduling and other rules. For each unscheduled tardy I deduct 5% of their bonus. For each unscheduled absence I deduct 10% of their bonus. I have been doing this for over two years and noticed that the tardiness and unscheduled absences have decreased significantly. This may work for some and may not for others, but if you are having a problem with tardiness this can help. -- Dowayne Peterson, Jr, Hosto, Buchan, Prater & Lawrence, P.L.L.C.

  • Vaibhav Posted at 12:00AM on Oct 5, 2007

    We calculate "minutes lost per employee per day" across teams and processes to see variance. Groups with weak leadership will always show higher time lost per person per day. This metric has helped us in reducing tardiness and driving the importance of same across processes. -- Vaibhav

  • Patrick Ross Espiritu Posted at 12:00AM on Jul 14, 2008

    We take a different approach here, in that tardiness is made part of the absences report. Employee absences are made up of the following: 1) Absences (Sick leaves, emergency leaves, absent without leave, etc). 2) Tardiness. 3) Unscheduled non-phone activites (those that require logging out of Avaya). The number of agents scheduled for the day is broken down into the collective number of minutes that we have. We take away all those enumerated above from it, and divide it by the scheduled minutes to reflect our absence rate. Very recently, we've scrapped the absence rate altogether and made it part of the agents' adherence to schedule ratings. -- Patrick Ross Espiritu, Smart Communications, Philippines

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