When Nature Calls…Again

Client: Hey, I have a tricky situation. One of my employees is taking frequent bathroom breaks, and it’s affecting their productivity. I don’t want to be insensitive, but I also need to make sure work is getting done. What should I do?

Consultant: I hear you. You want to be fair, and you need to manage workflow. This situation requires a balance between respecting the employee’s needs and addressing the impact on productivity. Let’s break it down.

Client: Okay, how do I even begin this conversation without making it uncomfortable?

Consultant: First, take a step back and look at the pattern. Is this a sudden change, or has it been ongoing? Is it affecting deadlines or creating an imbalance in workload for others? Once you have a clear understanding, approach the conversation from a place of curiosity rather than accusation.

What you can say:
“I’ve noticed you’ve been away from your workstation more frequently than usual. I want to check in to see if everything is okay and if there’s anything I can do to support you.”

This keeps the conversation open-ended rather than immediately making it about productivity concerns.

Client: What if they say it’s a medical issue? Am I even allowed to ask about that?

Consultant: You can’t ask for personal medical details, you can focus on the impact of their absences on work. If they voluntarily mention a medical condition, listen and proceed with sensitivity.

If they hint at a health-related issue, you can say:
“I understand that personal health matters can sometimes affect work. If there’s something we should be aware of, we can explore possible accommodations. Let me know how we can support you.”

This signals that you’re willing to work with them while keeping the focus on performance.

Client: What if it’s not a medical issue and they just keep taking too many breaks?

Consultant: Then it’s time to shift the conversation to expectations. Keep it factual and professional.

You might say:
“I understand that everyone needs breaks, but I’ve noticed that the time away is impacting work. Let’s discuss how we can ensure that tasks are completed while still allowing the breaks you need.”

This gives the employee room to propose a solution. Maybe they don’t realize the impact their breaks are having or they have a reason that can be easily addressed.

Client: So, should I start tracking their bathroom breaks?

Consultant: No, that’s a quick way to create distrust. Instead, focus on performance outcomes rather than micromanaging time away.

For example, you could say:
“Regardless of break times, we need to ensure deadlines are met and responsibilities are covered. Let’s work together to figure out how we can balance this.”

This shifts the focus from where they are to what they are accomplishing.

Client: What if the conversation doesn’t help and they keep taking excessive breaks?

Consultant: If performance continues to suffer, then it becomes a formal performance issue. At that point, you may need to document the impact and set expectations for improvement.

You can say:
“I want to be clear—this isn’t about limiting necessary breaks, and we need to find a way to ensure productivity meets expectations. If we can’t find a balance, we may need to explore further steps to address this.”

This opens the door to progressive discipline if the behavior doesn’t change.

Client: That’s helpful. I don’t want to be the ‘bathroom police,’ but I also need my team to be accountable.

Consultant: Exactly. The key is to focus on solutions, not surveillance. Approach the situation with professionalism, flexibility, and clear expectations. Most employees will appreciate the conversation when it’s framed as a way to support both them and the team.

And if you ever need to navigate a more complex case, we’re here to help.