Chronic lateness is more than a scheduling hiccup. It can chip away at morale and productivity. But before jumping to conclusions, there’s a balance to strike between empathy and accountability. Jane Harper answers a reader’s question on what to do when an employee is always late to work.
A reader writes:
Dear Jane,
I manage a small team at a mid-sized tech company, and one of my employees is consistently late to work. We have flexible hours, but even with that leeway, this person often strolls in twenty or thirty minutes after everyone else. It’s becoming a noticeable issue because team members are starting to grumble about having to pick up the slack in the mornings. I don’t want resentment to build, but I also don’t want to come across as micromanaging.
I’ve had casual chats with this employee, but nothing has changed. They’re good at their job when they’re here, but the lateness is affecting the rhythm of the team. What should I do? How do I handle this without damaging morale further?
— Tired of Waiting
Understand Before You Act
First, thank you for raising this. It’s one of those workplace issues that seems small but has ripple effects. When an employee is always late to work, it’s important to balance curiosity with accountability. Ask yourself: is the lateness tied to personal challenges (childcare, commute, health), or is it a pattern of disengagement? You don’t need their entire life story, but creating space for them to explain can surface insights. A one-on-one conversation framed around “I’ve noticed you’ve been arriving late consistently” is both specific and non-accusatory.
This isn’t just about clock time. It’s about trust. Colleagues who arrive on time start to feel the rules aren’t applied equally. So while you should listen empathetically, you also need to be clear: reliability matters.
Set Clear Expectations and Consequences
If casual chats haven’t worked, it’s time to formalize the discussion. Clarify what your expectations are and why punctuality matters in your team context. If your company has a flexible start policy, define the boundaries: is there a latest acceptable arrival time? Often, lateness persists because expectations are vague.
Be direct about consequences, but don’t jump to threats. Instead, frame it around impact: “When you’re late, the team waits on you to start daily stand-up, and it slows everyone down.” If the pattern continues, document it and follow progressive discipline procedures. That shows fairness and gives the employee a chance to course-correct.
Encourage Solutions, Not Excuses
A constructive way to handle lateness is to invite problem-solving. Ask: “What can we do to help you get here on time?” Maybe it’s shifting their start slightly, arranging remote check-ins, or offering resources for commute challenges. Sometimes, employees don’t realize how disruptive their behavior is until it’s laid out clearly.
And don’t forget to follow up. Accountability sticks when leaders check in, not as a punishment, but as a reminder that you’re invested in their success. If they improve, recognize it. If they don’t, you’ve already built the foundation for taking further action.
You’re right to address this before it festers. How to deal with an employee who’s always late isn’t just about punctuality. It’s about fairness, morale, and respect for the team. Stay empathetic but firm, make expectations clear, and encourage ownership of the solution. That’s how you turn a frustrating pattern into a chance for growth.
Are you facing a tricky workplace dilemma? Write to Jane Harper with your questions on workplace conflict, policy issues or people management problems. Your situation could be featured (anonymously) in a future column.
Don’t let the changing world of work derail your hiring instincts. Send in your HR queries with the subject line ‘Ask JANE HARPER’ at info@thehrdigest.com.
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