Is it a false proposition that punching in and taking attendance is the most incompetent sign of corporate management?

A thing like attendance may seem inconspicuous, but it is something that human resources should consider clearly and why it should be done. If attendance is only taken for the sake of attendance, and attendance is taken to "restrain employees", it will definitely be counterproductive and eventually become a mere formality.

So should attendance count "every second counts" and should it become an important item in the "assessment"? Look at the following factors to make a judgment:

1. Look at the nature of the company's industry

1. The company is a labor-intensive enterprise and a non-high-tech enterprise. The various requirements of employees There are many positions that will be on the low side, for example: there are many workers and basic service positions, so more emphasis should be placed on attendance management, and it needs to be directly linked to cash income, rather than indirectly linked to performance appraisal. Use attendance accounting and Employees will pay attention to the "self-interests" that are closely related to these positions. At the same time, they must pay attention to the contagion effect caused by the over-density and relatively low quality of employees. To prevent employees from punching in on their behalf, you can use smart clocking machines, such as the matching clocking machines that DingTalk currently has. There are many relatively smart ones that can be prevented, but there is no way to do this on a certain website.

Please note: If you are sure that you can meet two conditions at the same time:

(1) Always insist on being strict

(2) Always be strict with everyone If you treat it strictly, you can make attendance stricter. If you feel a little uneasy about any of these two items, then please leave yourself some room to leave a message. For example, adding a clause that stipulates that if you are late within 2 minutes three times a month, you will be exempted from liability. Otherwise, HR will definitely be embarrassed in the future. and irreversible situation.

2. High-tech R&D enterprises, with more than 70 people with bachelor’s degree, master’s degree or above, such as: R&D Internet enterprises (non-e-commerce Internet or O2O), high-tech R&D enterprises, advanced precision instrument R&D and manufacturing enterprises, pure research enterprises, etc. The job sequence of such enterprises tends to be more in the R&D category and more in the knowledge category. In particular, there are more cases of overtime work. For such a company, it is best to use culture to transmit. There is no need to think too complicated. Through superiors leading subordinates, and leading them layer by layer, it will naturally form the "convention" of a department.

The purpose of attendance in such an enterprise is not to "restrain" at all, but to become a kind of "incentive". This includes overtime pay, calculated working hours for overtime work and time off, “transportation subsidy” if there is no subway or bus after overtime work, “meal subsidy” for dinner and late-night snacks, etc. Not every company has five meals a day like NetEase, so these employees still value providing some benefits in these areas. In such a company, 80% of the people are single. Anyway, they have to eat alone when they go home. It is better to finish the meal with their colleagues at the company and continue working.

In Nanjing’s Software Avenue, Beijing’s Zhongguancun, and Shenzhen Software Industry Base, the most common time to get off work is not 7:30, but 8:30, 9:30, 10:30, and 11:30. Such people are not suitable to be "restrained" by strict attendance rules. Even if you don't set up any attendance system, they will consciously check their attendance. Even if they come at 9:30 in the morning, they will complete their work tasks for the day and then leave.

Therefore, in some companies, overtime pay is not paid for those who work at night, and those who work late the next day will be paid off, which is fully in line with national regulations. Not to mention linking attendance with assessment will be scorned in such a company and boycotted by the whole people.

3. Other enterprises, which are not labor-intensive non-knowledge-based enterprises or high-tech R&D enterprises, can consider the following points.

2. Look at the job characteristics

As mentioned in item 3 above, if it is difficult to distinguish the nature of the enterprise in other types of enterprises, what should we do? Looking at the characteristics of the job sequence, if the job is mainly a single task and does not require more cooperation, just complete the work tasks by yourself, and the creation of output value does not exist in the form of a production line, then to a certain extent, small changes can be allowed. Attendance adjustment.

It should be noted that the attendance adjustment is not a "manual adjustment" or "arbitrary" adjustment, but an adjustable control "formation mechanism" that everyone abides by, which reflects the humanity of the company and does not HR needs to look at "favors" every day to do things. For example, there will be no accountability for three-minute attendance checks within three times a month. Everyone can follow this rule, but if it exceeds the bottom line, everyone must abide by the rules.

If you want to do well in human affairs, you must first formulate the rules of the game and avoid dealing with it afterwards.

If the job characteristics are all cooperative to create output value, the process is tight, the rhythm is fast, and each link of each position is interlocking, then attendance is more reflected in "restraining" commuting to and from get off work on time to prevent undesirable work. Problems arise when companies create value. Then you can look at how strict or how to control the process, not only considering attendance issues, but also process control and internal control.

3. Look at corporate culture

No matter how good a company is, it will have a culture. You can say it looks disorganized, but as long as the company is still progressing and developing in an orderly manner, and maintaining upward momentum and vitality, it proves that the company still has a "culture", but it is just not reflected. If the corporate culture and the boss insist on working in a relaxed, pleasant, conscious but goal-oriented atmosphere, and employees are also very voluntary, then the attendance check is actually not of much use. It is just a way to provide time off or provide some special benefits. If there is no proof of attendance, then I don’t think anyone will check in for me, and the core strategic goals of the company are not affected, why do we have to raise attendance to such a high strategic level? no need.

But it is undeniable that some companies need a rigorous, strict, careful, interlocking, and true corporate culture. So at this time, it is necessary to raise the commuting time to a very high level. Can better guide corporate culture.