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The No-Show Conundrum

No Show Conundrum

Client: Hey, I need your advice. We’re having a hard time hiring right now, and on top of that, we’ve got a few employees who don’t show up, don’t call, and are regularly late. What should we do?*

Consultant: The “no-show, no-call, late-to-the-party” scenario. It’s like trying to run a marathon with one shoe missing. I get it—right now, hiring new people feels like trying to catch a unicorn, and you’re left dealing with the folks who are here, but not really *here*, if you know what I mean. We’ve got some strategies to help you manage this without losing your sanity.

Client: Yeah, I’m at my wit’s end. We can’t afford to lose people, and this behavior is driving everyone nuts. What’s the first step?

Consultant: First things first: it’s time to get clear on expectations. You’d be surprised how often employees don’t even realize that their behavior is a big deal—especially if it hasn’t been directly addressed. You need to make sure everyone understands what’s expected of them. That means attendance policies, the importance of communication, and the consequences of failing to show up.

You could start by having a sit-down with the whole team—or at least those who are regularly MIA—and spell it out. Something like, “We’re all in this together, and we need everyone to pull their weight. Being on time and letting us know if you can’t make it is crucial for keeping things running smoothly.” Keep it straightforward, but don’t be afraid to let them know this is serious business.

Client: Okay, but what if they just keep doing it? We’ve talked to them before, but nothing seems to change.

Consultant: The repeat offenders. This is where consequences come into play. It’s not enough to just have a policy; you have to enforce it. If someone is continually late or not showing up, there needs to be a follow-up. The key here is consistency. If they know they can get away with it without repercussions, they’ll keep pushing the boundaries.

You might say, “We’ve talked about this before, and it’s still happening. We need to address this now to prevent further issues.” Lay out what the next steps are if the behavior doesn’t change—whether that’s a formal warning, a write-up, or some other action. The goal is to show that this isn’t something you’re going to ignore.

Client: But what if they push back? What if they say they have reasons or that it’s unfair?

Consultant: Push back is almost guaranteed, especially if they’re not used to being held accountable. The trick is to be empathetic and firm. If someone says they’re having trouble getting to work on time because of personal issues, you can listen and acknowledge that life happens— also reiterate that their attendance is non-negotiable. You could say, “I understand things can be tough outside of work, and we can discuss ways to help, we also need to make sure you’re here and ready to contribute.”

Offer support where you can—maybe there’s a temporary adjustment you can make to help them get back on track— make it clear that this isn’t a permanent adjustment. At the end of the day, they need to show up, or the team suffers.

Client: Okay, that’s fair. But here’s the thing—what if we really can’t afford to lose anyone? What if we’re so short-staffed that even the unreliable employees are better than no one?

Consultant: I hear you. In today’s job market, hiring can feel like trying to find a needle in a haystack while wearing mittens. It’s a tough spot to be in, and here’s the reality: keeping someone who’s unreliable can sometimes do more harm than good. Their behavior can drag down the morale of the whole team, and their unreliability can lead to bigger issues, like missed deadlines, customer dissatisfaction, and good staff resigning.

So, what can you do? First, assess how critical these roles are and whether you can redistribute their responsibilities temporarily if needed. Sometimes a short-term pain of being understaffed is better than the long-term chaos of keeping someone who’s not pulling their weight. You could also consider offering additional incentives for existing employees to pick up extra hours or responsibilities—this can help cover gaps while you’re working on finding more reliable hires.

Client: But what if we just can’t find anyone to replace them?

Consultant: If hiring new people is a major challenge, it’s time to get creative. Look into alternative staffing solutions—like temp agencies, part-time workers, or even remote employees if that’s an option. Sometimes broadening your hiring criteria or reaching out to different talent pools can bring in people you might not have considered before. It might also be worth reviewing your job postings and recruitment process to make sure you’re attracting the right candidates.

In the meantime, focus on retention—keep your reliable employees happy so they don’t feel tempted to jump ship. That means regular check-ins, recognition, and making sure they’re not burning out while picking up the slack for those who are less dependable.

Client: That makes sense. But what about the ones who just don’t improve, no matter what we do?*

Consultant: For the truly incorrigible ones, it might be time for the tough decision. It’s not an easy call, especially when hiring is difficult, but sometimes you have to cut the dead weight to keep the boat from sinking. If you’ve given them multiple chances, provided support, and they’re still not showing up—or calling in—it’s probably time to say goodbye.

Before you do, make sure you’ve got all your documentation in order—every missed day, every tardy, every conversation. That way, if they try to contest it later, you’ve got a solid case to back up your decision. And when you do let them go, be clear and professional. “We’ve given you multiple opportunities to improve, and you have chosen not to take those opportunities. We have chosen to end your employment, and we wish you well in your future endeavors.”

Client: But what if that leaves us even more short-staffed?

Consultant: It’s a risk, no doubt. But sometimes taking a step back allows you to move forward more effectively. Use the opportunity to strengthen the team you do have—cross-train them, offer professional development, and make them feel valued. That way, when you do find new hires, they’re coming into a more stable and positive environment. Plus, a tighter, more motivated team can often accomplish more than a larger group that’s bogged down by unreliability.

Client: I guess it’s a balancing act—holding people accountable without risking losing them altogether.

Consultant: Exactly. It’s about finding that sweet spot where you’re maintaining standards without decimating your workforce. Just remember, accountability is a two-way street. If employees see that you’re serious about attendance and punctuality, they’re more likely to take it seriously themselves. And for those who don’t—well, sometimes the best thing you can do for your team is to show them the door.

Client: Thanks for the advice. I feel a bit more prepared to tackle this now. Any final tips?

Consultant: Just this: don’t let fear of losing staff keep you from maintaining standards. It’s a tough market, sure, and that doesn’t mean you should lower the bar. Keep your expectations high, communicate clearly, and be consistent with consequences. In the long run, you’ll build a stronger, more reliable team—one that doesn’t leave you wondering if anyone’s going to show up tomorrow.

We are here to help anytime.  Thanks for the Conversation.

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