In a fast-paced business environment it is understandable for line managers to have to decline a request for leave from time to time.
Denying leave requests are perfectly acceptable so long as they are declined for business reasons and can be justified accordingly. Additional information should be available about denied leave requests in your employee handbook and the process for appeal of a denied request should be explained clearly. Employers should also include the justification for denying leave and the consequences of such an action in the employees' contract of employment.
There are many reasons to restrict leave such as:
- When it leaves a knowledge or hierarchy gap
- When workloads are expected to increase during a particular period
- Controlling workforce levels to maintain day to day work flow
- Not enough notice given
The above reasons are not exclusive and in many cases will vary depending on the company in question. For instance, a sales team might be restricted by marketing schedules or monthly sales deadlines whereas a manufacturing company will need to ensure health and safety personnel and first aiders are available in sufficient numbers and appropriate numbers of skilled machine operators are maintained to continue production.
This sort of business intelligence is often taken for granted and not formalised but enforced randomly where the time and situation allows. In certain situations a collective approach across departments would serve the business better. For instance, many company activities are connected though multiple departments and involve many aspects of the various teams such as project management and business development. In fact, very rarely does a department stand alone so absence management should be centrally managed as well. This does not mean centrally approved; simply applying management rules throughout the business which the managers are then to review absence requests against.
Unfortunately few managers take the necessary time to review the requested leave and just authorise as a matter of course, only to encounter the problems at the time of the absence. This is not a failing of the manager, more the company by demanding the managers' attention stays focused on day to day tasks. A head down and charge attitude is often restricted to this day, this week and sometimes to this month. Very few managers are peering more than 6 months into the future, predicting workloads, workforce levels, sick rates etc and who can blame them?
In order to effectively manage leave requests there must first be a central dump of leave information that the manager can access (filtered in some cases), record to and review, to be able to compare any number of leave policies appropriately. The process must be quick and efficient but not able to circumnavigate when preferred. Relevant leave policies that relate to the employee requesting the leave should be clearly visible and those that conflict should be highlighted to ease management.
OfficeControl goes one step further by allowing leave policies to be given strengths: alert or enforce. Alert policies inform the manager which policies have been conflicted, where as enforced policies notify the conflict to the employee requesting the leave. This gives the additional benefit of stepping the highlight of a problem, for instance 1 away from a department is acceptable, 2 needs more consideration but 3 is impractical.
Leave policies, whether informal or formally implemented are the structure to which your business can operate effectively while managing its employees' right to annual leave. It is a key area that will respond well to business change and will return the investment in all areas you would expect; better productivity, improved morale, fewer workload bottlenecks, better business responsiveness and so on.Improving the application of leave policies should be on your agenda and with OfficeControl it's just a phone call away.