[{"data":1,"prerenderedAt":492},["ShallowReactive",2],{"document-no-call-no-show-policy-D13497":3},{"document":4,"label":23,"preview":11,"thumb":24,"thumb600":25,"description":5,"descriptionCustom":6,"apiDescription":5,"pages":8,"extension":10,"parents":26,"breadcrumb":30,"related":36,"customDescModule":178,"customdescription":6,"mdFm":179,"mdProseHtml":491},{"description":5,"descriptionCustom":6,"label":7,"pages":8,"size":9,"extension":10,"preview":11,"thumb":12,"svgFrame":13,"seoMetadata":14,"parents":16,"keywords":15},"NO CALL NO SHOW POLICY POLICY STATEMENT [COMPANY NAME] expects all employees to fulfill their work obligations, including attendance and punctuality. This policy establishes guidelines regarding instances of \"no call no show\" and outlines the consequences for such behavior. SCOPE This policy applies to all employees of [COMPANY NAME], including full-time, part-time, and temporary employees. ATTENDANCE EXPECTATIONS All employees are expected to report to work as scheduled and fulfill their assigned work hours. If an employee is unable to report to work due to illness, emergencies, or other unforeseen circumstances, they are responsible for promptly notifying their immediate supervisor or designated point of contact as specified by the company. NO CALL NO SHOW A \"no call no show\" occurs when an employee fails to report to work and does not provide advance notice or contact their supervisor to explain their absence. Any absence without proper notification, regardless of the reason, will be considered a \"no call no show\" unless the employee has received prior approval or is covered under applicable leave policies. CONSEQUENCES The first instance of a \"no call no show\" will result in a verbal warning from the supervisor or designated authority. The second instance of a \"no call no show\" will result in a written warning and may be documented in the employee's personnel file.",null,"No Call No Show Policy","2",513,"doc","https://templates.business-in-a-box.com/imgs/1000px/no-call-no-show-policy-D13497.png","https://templates.business-in-a-box.com/imgs/250px/13497.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#13497.xml",{"title":15,"description":6},"no call no show policy",[17,20],{"label":18,"url":19},"Human Resources","/templates/human-resources/",{"label":21,"url":22},"Company Policies","/templates/company-policies/","No Call No Show Policy Template","https://templates.business-in-a-box.com/imgs/400px/13497.png","https://templates.business-in-a-box.com/imgs/600px/13497.png",[27,17,20],{"label":28,"url":29},"Templates","/templates/",[31,32,33],{"label":28,"url":29},{"label":18,"url":19},{"label":34,"url":35},"Conduct & Discipline","/templates/conduct-and-discipline/",[37,41,45,49,54,58,62,66,70,74,78,82,86,102,119,133,149,165],{"label":38,"url":39,"thumb":40,"extension":10},"No Show Policy","/template/no-show-policy-D13452","https://templates.business-in-a-box.com/imgs/250px/13452.png",{"label":42,"url":43,"thumb":44,"extension":10},"Checklist Trade Show","/template/checklist-trade-show-D1389","https://templates.business-in-a-box.com/imgs/250px/1389.png",{"label":46,"url":47,"thumb":48,"extension":10},"Call Sheet Template","/template/call-sheet-template-D13875","https://templates.business-in-a-box.com/imgs/250px/13875.png",{"label":50,"url":51,"thumb":52,"extension":53},"Checklist_Trade Show Booth Setup","/template/checklist_trade-show-booth-setup-D1388","https://templates.business-in-a-box.com/imgs/250px/1388.png","xls",{"label":55,"url":56,"thumb":57,"extension":10},"Trade Show Exhibit Questionnaire","/template/trade-show-exhibit-questionnaire-D1390","https://templates.business-in-a-box.com/imgs/250px/1390.png",{"label":59,"url":60,"thumb":61,"extension":10},"Call Center Script","/template/call-center-script-D13874","https://templates.business-in-a-box.com/imgs/250px/13874.png",{"label":63,"url":64,"thumb":65,"extension":10},"Call Center and Telemarketing Agreement","/template/call-center-and-telemarketing-agreement-D5215","https://templates.business-in-a-box.com/imgs/250px/5215.png",{"label":67,"url":68,"thumb":69,"extension":10},"AI Policy","/template/ai-policy-D13598","https://templates.business-in-a-box.com/imgs/250px/13598.png",{"label":71,"url":72,"thumb":73,"extension":10},"Application Policy","/template/application-policy-D13439","https://templates.business-in-a-box.com/imgs/250px/13439.png",{"label":75,"url":76,"thumb":77,"extension":10},"Attendance Policy","/template/attendance-policy-D12625","https://templates.business-in-a-box.com/imgs/250px/12625.png",{"label":79,"url":80,"thumb":81,"extension":10},"Backup Policy","/template/backup-policy-D13249","https://templates.business-in-a-box.com/imgs/250px/13249.png",{"label":83,"url":84,"thumb":85,"extension":10},"Billing Policy","/template/billing-policy-D13603","https://templates.business-in-a-box.com/imgs/250px/13603.png",{"description":87,"descriptionCustom":6,"label":88,"pages":89,"size":90,"extension":10,"preview":91,"thumb":92,"svgFrame":93,"seoMetadata":94,"parents":95,"keywords":100,"url":101},"Employee Handbook Understanding employment at [YOUR COMPANY NAME] Revised on [DATE] Prepared By: [YOUR NAME] [YOUR JOB TITLE] Phone 555.555.5555 Email info@yourbusiness.com www.yourbusiness.com Table of Content Table of Content 2 Welcome to [YOUR COMPANY NAME]! 5 1. Organization Description 6 1.1 Introductory Statement 6 1.2 Customer Relations 6 1.3 Products and Services Provided 7 1.4 Facilities and Location(s) 7 1.5 The History of [YOUR COMPANY NAME] 7 1.6 Management Philosophy 7 1.7 Goals 8 2. The Employment 9 2.1 Nature of Employment 9 2.2 Employee Relations 9 2.3 Equal Employment Opportunity 10 2.4 Diversity 10 2.5 Business Ethics and Conduct 12 2.6 Personal Relationships in the Workplace 13 2.7 Conflicts of Interest 13 2.8 Outside Employment 14 2.9 Non-Disclosure 15 2.10 Disability Accommodation 16 2.11 Job Posting and Employee Referrals 17 2.12 Whistleblower Policy 18 2.13 Accident and First Aid 20 3. Employment Status and Records 21 3.1 Employment Categories 21 3.2 Access to Personnel Files 22 3.3 Personnel Data Changes 23 3.4 Probation Period 23 3.5 Employment Applications 24 3.6 Performance Evaluation 24 3.7 Job Descriptions 25 3.8 Salary Administration 25 3.9 Professional Development 26 4. Employee Benefit Programs 27 4.1 Employee Benefits 27 4.2 Vacation Benefits 27 4.3 Military Service Leave 29 4.4 Religious Observance 29 4.5 Holidays 29 4.6 Workers Insurance 30 4.7 Sick Leave Benefits 31 4.8 Bereavement Leave 32 4.9 Relocation Benefits 33 4.10 Educational Assistance 33 4.11 Health Insurance 34 4.12 Life Insurance 35 4.13 Long Term Disability 35 4.14 Marriage, Maternity and Parental Leave 36 5. Timekeeping / Payroll 40 5.1 Timekeeping 40 5.2 Paydays 40 5.3 Employment Termination 41 5.4 Administrative Pay Corrections 42 6. Work Conditions and Hours 43 6.1 Work Schedules 43 6.2 Absences 43 6.3 Jury Duty 45 6.4 Use of Phone and Mail Systems 45 6.5 Smoking 46 6.6 Meal Periods 46 6.7 Overtime 46 6.8 Use of Equipment 47 6.9 Telecommuting 47 6.10 Emergency Closing 48 6.11 Business Travel Expenses 49 6.12 Visitors in the Workplace 51 6.13 Computer and Email Usage 51 6.14 Internet Usage 52 6.15 Workplace Monitoring 54 6.16 Workplace Violence Prevention 55 7. Employee Conduct & Disciplinary Action 57 7.1 Employee Conduct and Work Rules 57 7.2 Sexual and Other Unlawful Harassment 58 7.3 Attendance and Punctuality 60 7.4 Personal Appearance 60 7.5 Return of Property 61 7.6 Resignation and Retirement 61 7.7 Security Inspections 62 7.8 Progressive Discipline 62 7.9 Problem Resolution 64 7.10 Workplace Etiquette 65 7.11 Suggestion Program 67 Acknowledgement of Receipt 68 Welcome to [YOUR COMPANY NAME]! On behalf of your colleagues, we welcome you to [YOUR COMPANY NAME] and wish you every success here. At [YOUR COMPANY NAME], we believe that each employee contributes directly to the growth and success of the company, and we hope you will take pride in being a member of our team. This handbook was developed to describe some of the expectations of our employees and to outline the policies, programs, and benefits available to eligible employees. Employees should become familiar with the contents of the employee handbook as soon as possible, for it will answer many questions about employment with [YOUR COMPANY NAME]. We believe that professional relationships are easier when all employees are aware of the culture and values of the organization. This guide will help you to better understand our vision for the future of our business and the challenges that are ahead. We hope that your experience here will be challenging, enjoyable, and rewarding. Again, welcome! [PRESIDENT NAME] President & CEO 1. Organization Description 1.1 Introductory Statement This handbook is designed to acquaint you with [YOUR COMPANY NAME] and provide you with information about working conditions, employee benefits, and some of the policies affecting your employment. You should read, understand, and comply with all provisions of the handbook. It describes many of your responsibilities as an employee and outlines the programs developed by [YOUR COMPANY NAME] to benefit employees. One of our objectives is to provide a work environment that is conducive to both personal and professional growth. No employee handbook can anticipate every circumstance or question about policy. As [YOUR COMPANY NAME] continues to grow, the need may arise and [YOUR COMPANY NAME] reserves the right to revise, supplement, or rescind any policies or portion of the handbook from time to time as it deems appropriate, in its sole and absolute discretion. Employees will be notified of such changes to the handbook as they occur. 1.2 Customer Relations Customers are among our organization's most valuable assets. Every employee represents [YOUR COMPANY NAME] to our customers and the public. The way we do our jobs presents an image of our entire organization. Customers judge all of us by how they are treated with each employee contact. Therefore, one of our first business priorities is to assist any customer or potential customer. Nothing is more important than being courteous, friendly, helpful, and prompt in the attention you give to customers. [YOUR COMPANY NAME] will provide customer relations and services training to all employees with extensive customer contact. Customers who wish to lodge specific comments or complaints should be directed to the [TITLE AND NAME OF THE PERSON RESPONSIBLE] for appropriate action. Our personal contact with the public, our manners on the telephone, and the communications we send to customers are a reflection not only of ourselves, but also of the professionalism of [YOUR COMPANY NAME]. Positive customer relations not only enhance the public's perception or image of [YOUR COMPANY NAME], but also pay off in greater customer loyalty and increased sales and profit. 1.3 Products and Services Provided You will find more information about our products and services by reading the [YOUR COMPANY NAME] Corporate Brochures. 1.4 Facilities and Location(s) Head Office: [ADDRESS] [CITY], [STATE] [ZIP/POSTAL CODE] [COUNTRY] 1.5 The History of [YOUR COMPANY NAME] [DESCRIBE THE HISTORY OF YOUR COMPANY HERE] 1.6 Management Philosophy [YOUR COMPANY NAME] management philosophy is based on responsibility and mutual respect. Our wishes are to maintain a work environment that fosters on personal and professional growth for all employees. Maintaining such an environment is the responsibility of every staff person. Because of their role, managers and supervisors have the additional responsibility to lead in a manner which fosters an environment of respect for each person. People who come to [YOUR COMPANY NAME] want to work here because we have created an environment that encourages creativity and achievement. [YOUR COMPANY NAME] aims to become a leader in [DESCRIBE YOUR COMPANY'S FIELD OF EXPERTISE]. The mainstay of our strategy will be to offer a level of client focus that is superior to that offered by our competitors. To help achieve this objective, [YOUR COMPANY NAME] seeks to attract highly motivated individuals that want to work as a team and share in the commitment, responsibility, risk taking, and discipline required to achieve our vision. Part of attracting these special individuals will be to build a culture that promotes both uniqueness and a bias for action. While we will be realistic in setting goals and expectations, [YOUR COMPANY NAME] will also be aggressive in reaching its objectives. This success will in turn enable [YOUR COMPANY NAME] to give its employees above average compensation and innovative benefits or rewards, key elements in helping us maintain our leadership position in the worldwide marketplace. 1.7 Goals [DESCRIBE YOUR COMPANY'S GOALS HERE] 2. The Employment 2","Employee Handbook","34",280,"https://templates.business-in-a-box.com/imgs/1000px/employee-handbook-D712.png","https://templates.business-in-a-box.com/imgs/250px/712.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#712.xml",{"title":6,"description":6},[96,98],{"label":18,"url":97},"human-resources",{"label":21,"url":99},"company-policies","employee handbook","/template/employee-handbook-D712",{"description":103,"descriptionCustom":6,"label":104,"pages":105,"size":9,"extension":10,"preview":106,"thumb":107,"svgFrame":108,"seoMetadata":109,"parents":111,"keywords":117,"url":118},"[DATE] [CONTACT NAME] [ADDRESS] [ADDRESS 2] [CITY, STATE/PROVINCE] [ZIP/POSTAL CODE] SUBJECT: Letter of Appreciation Dear [Contact name], Your enthusiasm and your ability to motivate your employees have resulted in a significant increase in productivity and profitability in [Department]. [YOUR COMPANY NAME] is very pleased to count you among our talented team. We truly appreciate you hard work and effort. If we had an award to give, you would certainly be a prime candidate. Please accept my sincerest appreciation for the fine job you are doing. Sincerely, [YOUR NAME] [YOUR TITLE] [YOUR PHONE NUMBER] [YOUREMAIL@YOURCOMPANY.COM] [IF SENT BY EMAIL YOU MAY INCLUDE THIS NOTICE] This email is intended only for the person to whom it is addressed and/or otherwise authorized personnel. The information contained herein and attached is confidential and the property of [SENDER]","Letter of Appreciation to Employee","1","https://templates.business-in-a-box.com/imgs/1000px/letter-of-appreciation-to-employee-D664.png","https://templates.business-in-a-box.com/imgs/250px/664.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#664.xml",{"title":110,"description":6},"letter of appreciation to employee",[112,113,116],{"label":18,"url":97},{"label":114,"url":115},"Motivation & Appreciation","motivation-appreciation",{"label":18,"url":97},"letter appreciation to employee","/template/letter-of-appreciation-to-employee-D664",{"description":120,"descriptionCustom":6,"label":121,"pages":8,"size":9,"extension":10,"preview":122,"thumb":123,"svgFrame":124,"seoMetadata":125,"parents":127,"keywords":126,"url":132},"[DATE] [CONTACT NAME] [ADDRESS] [ADDRESS 2] [CITY, STATE/PROVINCE] [ZIP/POSTAL CODE] SUBJECT: Termination of your employment Dear [Contact name], We regret to inform you that your employment with [YOUR COMPANY NAME] is terminated effective upon receipt of this letter for the following reason(s): [DETAIL REASONS] [DETAIL REASONS] [DETAIL REASONS] Please vacate the premises immediately with your personal possessions. We will forward your salary earned to date in due course together with any vacation pay to which you are entitled. Within [NUMBER] days of termination we shall issue you a statement of accrued benefits. Any insurance benefits shall continue in accordance with applicable law and/or provisions of our personnel policy. Please contact [Name], at your earliest convenience, who will explain each of these items and arrange with you for the return of any company property. Sincerely, [YOUR NAME] [YOUR TITLE] [YOUR PHONE NUMBER] [YOUREMAIL@YOURCOMPANY.COM] [IF SENT BY EMAIL YOU MAY INCLUDE THIS NOTICE]","Employee Dismissal Letter","https://templates.business-in-a-box.com/imgs/1000px/employee-dismissal-letter-D508.png","https://templates.business-in-a-box.com/imgs/250px/508.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#508.xml",{"title":126,"description":6},"employee dismissal letter",[128,129],{"label":18,"url":97},{"label":130,"url":131},"Employee Termination","employee-termination","/template/employee-dismissal-letter-D508",{"description":134,"descriptionCustom":6,"label":135,"pages":8,"size":9,"extension":10,"preview":136,"thumb":137,"svgFrame":138,"seoMetadata":139,"parents":141,"keywords":140,"url":148},"Performance Improvement Plan (PIP) Standard Operating Procedure Department: Human Resources Purpose: This procedure is to help setting up a performance improvement plan for employees having difficulties in their work. Frequency: When needed Procedure: Outline employee work history. Document performance issues. Develop an action plan. Review the performance improvement plan (PIP). Set up meeting with the employee. Explain areas for improvement and plan of action. Supervisor and employee should sign the PIP form. Establish regular follow-up meetings. PIP Conclusion. Definition/Explanation: Performance improvement plan: Process used when an employee has not carried out work to satisfactory standard. Usually undertaken by supervisor with the assistance of his own superior or HR professional","How to Create a Performance Improvement Plan","https://templates.business-in-a-box.com/imgs/1000px/how-to-create-a-performance-improvement-plan-D12564.png","https://templates.business-in-a-box.com/imgs/250px/12564.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#12564.xml",{"title":140,"description":6},"how to create a performance improvement plan",[142,145],{"label":143,"url":144},"Business Plan Kit","business-plan-kit",{"label":146,"url":147},"Business Procedures","business-procedures","/template/how-to-create-a-performance-improvement-plan-D12564",{"description":150,"descriptionCustom":6,"label":151,"pages":152,"size":9,"extension":10,"preview":153,"thumb":154,"svgFrame":155,"seoMetadata":156,"parents":158,"keywords":163,"url":164},"CODE OF CONDUCT As an employee, it is important that you know what personal conduct is expected of you while on the job. In most instances, your own good judgment will tell you what the right thing to do is. In addition to complying with Company policies and job specific requirements, you are also expected to obey the rules and regulations of [COMPANY] and this Code of Conduct (\"Code\" or \"Policy\"). If your performance does not meet position requirements, you may be subject to disciplinary action, up to and including immediate termination, with or without notice, and with or without cause at any time. PURPOSE Our Employee Code of Conduct Company Policy outlines our expectations regarding employees' behavior towards their colleagues, supervisors, and the overall organization. We promote freedom of expression and open communication. But we expect all employees to follow our Code of Conduct. They should avoid offending, participating in serious disputes, and disrupting our workplace. We also expect them to foster a well-organized, respectful, and collaborative environment. SCOPE This Policy applies to all our employees, regardless of employment agreement or rank. VIOLATIONS WHICH ARE CONSIDERED AGAINST THE CODE OF CONDUCT While discipline for standard violations will follow a progressive disciplinary procedure, the Company reserves the right to implement discipline in accordance with the grievousness of the violation. Violations of these or any other Company policies may subject you to disciplinary action, up to and including immediate termination: Theft, fraud, embezzlement, or other proven acts of dishonesty. Any harassment of another employee (verbal, physical, or visual), including sexual harassment such as offensive gestures, unwelcome advances, jokes, touching, or comments of a sexual nature made to or about another employee, vendor or customer. Obtaining employment or promotion on the basis of false or misleading information. Soliciting or accepting gifts (money, services, or merchandise) in connection with Company business. Reporting for work under the influence of alcohol or any illegal substances; or possession, sale or distribution of alcohol or illegal substances while on Company premises or abusing such items while representing the Company or conducting Company business. Engaging in unauthorized employment elsewhere while on paid benefits related to illness, or while on an extended absence. Assisting anyone who you know or suspect to be involved in committing any crime or engaging in any conduct which rises to the level of a crime. Falsifying Company documents or records, including misuse of timekeeping records, or falsely inputting payment data. Insubordination, meaning refusing to follow legitimate instructions of a superior directly related to performance of one's job. Disrupting the work environment. Excessive absenteeism or unacceptable patterns of absenteeism. Repeatedly failing to use a timeclock as directed. Job abandonment, meaning the failure to report to work without properly notifying one's immediate supervisor, or leaving a job assignment prior to completion of your responsibilities. Conduct that is likely to cause another employee, customer or vendor of the Company embarrassment, loss of dignity, feelings of intimidation, or loss of opportunity, including all forms of discrimination and harassment. Unauthorized use of Company or customer supplies, information, equipment, funds, or computer codes/passwords. Knowingly mishandling a customer's or potential customer's account. This includes improper discriminatory practices. Refusing to repay documented overpayment of any compensation. Possessing firearms or weapons while on Company premises or carrying them while on Company business; or threatening the personal safety of fellow employees, customers, or vendors. Committing any act, on or off the Company's premises, which threatens or is potentially threatening to the reputation of the Company or any of its employees, customers, or vendors. Repeatedly failing to meet job responsibilities, job budget or quality requirements. COMPANY'S EXPECTATIONS [COMPANY] expects you to: be present at work as required. maintain agreed standards of performance. comply with health and safety policies and procedures. comply with all lawful and reasonable instructions. maintain set standards of integrity, conduct, and concern for the public interest. demonstrate commitment to [COMPANY]'s vision, values, and goals. be active in your self-development. We expect you to: comply with all reasonable instructions and work as directed by your manager. be familiar with, and consistently apply, the Acts and Regulations that directly affect your work. be familiar with, and consistently apply, the requirements of [COMPANY]'s operational manual, as well as wider [COMPANY] policies and procedures that affect your work, for example, policies for managing human resources. be consistent and fair in requiring compliance with statutory obligations. adhere to your delegations, not exploiting or abusing any power or authority accorded to you because of your role. Authority includes statutory, delegated and administrative authorities. not give any false information or make any false declaration. obtain permission from your manager before entering into any contract or agreement. not create any liability for [COMPANY] beyond your authorization. consistently follow workplace procedures for documenting decisions for action, and the reasons for taking those decisions. show reasonable care for [COMPANY] property, resources, and funds and neither use nor approve them to be used for anything other than authorized purposes. contribute to a safe workplace by knowing and carrying out your responsibilities (as an employee or as a manager) under health and safety legislation. contact your manager within 30 minutes of your normal/rostered starting time, or in accordance with local instructions, if you are unable to work because of sickness, or an emergency. maintain the standard of dress and general appearance required in your workplace. EMPLOYEE'S EXPECTATIONS [COMPANY] has an obligation to behave in a fair and reasonable manner towards employees by acting in compliance with its legal commitments","Code Of Conduct","6","https://templates.business-in-a-box.com/imgs/1000px/code-of-conduct-D13318.png","https://templates.business-in-a-box.com/imgs/250px/13318.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#13318.xml",{"title":157,"description":6},"code of conduct",[159,160],{"label":143,"url":144},{"label":161,"url":162},"Management","business-management","code conduct","/template/code-of-conduct-D13318",{"description":166,"descriptionCustom":6,"label":167,"pages":168,"size":9,"extension":10,"preview":169,"thumb":170,"svgFrame":171,"seoMetadata":172,"parents":174,"keywords":173,"url":177},"[COMPANY NAME] REMOTE WORK POLICY POLICY STATEMENT [COMPANY NAME] provides users with the facilities and opportunities to work remotely as appropriate. We will ensure that all users who work remotely are aware of the acceptable use of portable computer devices and remote working opportunities. STATEMENT OF PURPOSE The purpose of this document is to state the Remote Working policy of [COMPANY NAME]. Portable computing devices are provided to assist users to conduct official business efficiently and effectively. This equipment, and any information stored on portable computing devices, should be recognised as valuable organisational information assets, and safeguarded appropriately. SCOPE This document applies to all employees of [COMPANY NAME] and contractual third parties who use [COMPANY NAME] IT facilities and equipment remotely, or who require remote access to [COMPANY NAME] Information Systems or information. This policy should always be adhered to whenever any user makes use of portable computing devices. This policy applies to all users of [COMPANY NAME] IT equipment and personal IT equipment when working away from [COMPANY NAME] offices/facilities. Portable computing devices include, but are not restricted to, the following: Laptop computers. Tablet, PCs. Mobile phones Wireless technologies. RISKS [COMPANY NAME] recognises that there are risks associated with users accessing and handling information to conduct official work. The mobility, technology and information that make portable computing devices so useful to employees and organisations also make them valuable assets for thieves. This policy aims to mitigate the following risks: Increased risk of equipment damage, loss, or theft. Accidental or deliberate overlooking by unauthorised individuals. Unauthorised access to PROTECT and RESTRICTED information. Unauthorised introduction of malicious software and viruses. Potential sanctions against the company imposed by the authorities because of information loss or misuse. Potential legal action against the company because of information loss or misuse. [COMPANY NAME] reputational damage because of information loss or misuse. Non-compliance with this policy could have a significant effect on the efficient operation of [COMPANY NAME] and may result in financial loss and an inability to provide necessary services to our customers. EQUIPMENTS All IT equipment (including portable computer devices) supplied to users is the property of [COMPANY NAME]. It must be returned upon the request of [COMPANY NAME]. Access for support or IT Service staff of [COMPANY NAME] shall be given to allow essential maintenance security work or removal, upon request. All IT equipment will be supplied and installed by [COMPANY NAME] IT Service staff. Hardware and software must only be provided by [COMPANY NAME] IT Service staff. USER RESPONSIBILITY It is the user's responsibility to ensure that the following points are always adhered to: Users must take due care and attention of portable computer devices when moving between home and another business site. Users will not install or update any software on a [COMPANY NAME] owned portable computer device. Users will not install any screen savers on a [COMPANY NAME] owned portable computer device. Users will not change the configuration of any [COMPANY NAME] owned portable computer device. Users will not install any hardware to or inside any [COMPANY NAME] owned portable computer device, unless authorised by [COMPANY NAME] IT Service staff. Users will allow the installation and maintenance of [COMPANY NAME] installed Anti-Virus updates immediately. Business critical data should be stored on a [COMPANY NAME] file and print server wherever possible and not held on the portable computer device. Users must not remove or deface any asset registration number. User requests for upgrades of hardware or software must be approved by [SPECIFY]. Equipment and software will then be purchased and installed by IT Service staff.","Remote Work Policy","4","https://templates.business-in-a-box.com/imgs/1000px/remote-work-policy-D12540.png","https://templates.business-in-a-box.com/imgs/250px/12540.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#12540.xml",{"title":173,"description":6},"remote work policy",[175,176],{"label":18,"url":97},{"label":21,"url":99},"/template/remote-work-policy-D12540",false,{"seo":180,"reviewer":191,"quick_facts":195,"at_a_glance":197,"personas":201,"variants":226,"glossary":253,"sections":284,"how_to_fill":330,"common_mistakes":371,"faqs":396,"industries":424,"comparisons":441,"diy_vs_pro":454,"educational_modules":467,"related_template_ids_curated":470,"schema":477,"classification":479},{"meta_title":181,"meta_description":182,"primary_keyword":183,"secondary_keywords":184},"No Call No Show Policy Template (Free Word)","Free no call no show policy template for businesses. Define absence reporting rules, consequences, and disciplinary steps. Used in 190+ countries. Free Word and PDF download.","no call no show policy template",[15,185,186,187,188,189,190],"no call no show policy word","employee absence policy template","no show policy template free","workplace attendance policy template","unexcused absence policy template","no call no show disciplinary policy",{"name":192,"credential":193,"reviewed_date":194},"Bruno Goulet","CEO, Business in a Box","2026-05-02",{"difficulty":196,"legal_review_recommended":178,"signature_required":178},"medium",{"what_it_is":198,"when_you_need_it":199,"whats_inside":200},"A No Call No Show Policy is a written workplace document that defines what constitutes a no call no show absence, how employees must report unplanned absences, and what progressive disciplinary consequences apply when they fail to do so. This free Word download gives managers and HR teams a clear, consistently enforced framework they can edit online and export as PDF for distribution or inclusion in an employee handbook.\n","Use it when onboarding new employees, updating an existing attendance policy, or responding to recurring unnotified absences that are disrupting operations or team coverage. Any business with shift-based, customer-facing, or time-sensitive roles benefits from having this policy in writing before a problem occurs.\n","The policy covers the definition of a no call no show, the required notification procedure and reporting window, a step-by-step progressive discipline ladder, exceptions for qualifying leaves such as FMLA and ADA situations, re-hire eligibility rules, and the employee acknowledgment block used to confirm receipt and understanding.\n",[202,206,210,214,218,222],{"title":203,"use_case":204,"icon_asset_id":205},"HR managers","Standardizing attendance enforcement across departments with a written policy","persona-hr-manager",{"title":207,"use_case":208,"icon_asset_id":209},"Small business owners","Creating a formal no-show policy before a staffing incident forces the issue","persona-small-business-owner",{"title":211,"use_case":212,"icon_asset_id":213},"Operations directors","Protecting shift coverage and service continuity in time-sensitive operations","persona-operations-director",{"title":215,"use_case":216,"icon_asset_id":217},"Restaurant and hospitality managers","Reducing last-minute no-shows that leave shifts understaffed during service","persona-restaurant-manager",{"title":219,"use_case":220,"icon_asset_id":221},"Retail store managers","Enforcing consistent attendance standards across part-time hourly staff","persona-retailer",{"title":223,"use_case":224,"icon_asset_id":225},"Staffing coordinators","Documenting no-show incidents to support termination or re-hire decisions","persona-staffing-agency",[227,231,235,239,243,246,249],{"situation":228,"recommended_template":229,"slug":230},"Defining no-show rules as part of a broader attendance framework","Employee Attendance Policy","attendance-policy-D12625",{"situation":232,"recommended_template":233,"slug":234},"Outlining general conduct and disciplinary expectations for all employees","Employee Code of Conduct","code-of-conduct-D13318",{"situation":236,"recommended_template":237,"slug":238},"Documenting a specific disciplinary incident triggered by a no-show","Employee Warning Letter","letter-of-appreciation-to-employee-D664",{"situation":240,"recommended_template":241,"slug":242},"Terminating an employee after repeated no call no show violations","Employee Termination Letter","employee-dismissal-letter-D508",{"situation":244,"recommended_template":167,"slug":245},"Covering absence policies for remote or hybrid employees","remote-work-policy-D12540",{"situation":247,"recommended_template":88,"slug":248},"Incorporating no-show rules into new hire onboarding documentation","employee-handbook-D712",{"situation":250,"recommended_template":251,"slug":252},"Tracking recurring absences to support progressive discipline decisions","Employee Performance Improvement Plan","how-to-create-a-performance-improvement-plan-D12564",[254,257,260,263,266,269,272,275,278,281],{"term":255,"definition":256},"No Call No Show","An unexcused absence where an employee fails to appear for a scheduled shift and does not notify the employer within the required reporting window.",{"term":258,"definition":259},"Reporting Window","The minimum advance notice period — typically 1 to 2 hours before a shift — by which an employee must contact a supervisor to report an unplanned absence.",{"term":261,"definition":262},"Progressive Discipline","A structured sequence of corrective actions — verbal warning, written warning, suspension, and termination — applied in response to repeated policy violations.",{"term":264,"definition":265},"Job Abandonment","A situation where an employee is absent for a defined consecutive number of days without contact, which the employer treats as a voluntary resignation.",{"term":267,"definition":268},"FMLA (Family and Medical Leave Act)","A US federal law entitling eligible employees to up to 12 weeks of unpaid, job-protected leave per year for qualifying medical or family reasons.",{"term":270,"definition":271},"ADA (Americans with Disabilities Act)","A US federal law requiring employers to provide reasonable accommodations to qualified employees with disabilities, which may affect how certain absences are classified.",{"term":273,"definition":274},"Unexcused Absence","Any absence that does not meet the employer's criteria for an approved or protected leave — including no call no show incidents.",{"term":276,"definition":277},"Shift Supervisor","The designated manager or lead responsible for receiving and documenting absence notifications during a given work period.",{"term":279,"definition":280},"Employee Acknowledgment","A signed statement confirming the employee received, read, and understood the policy — used as evidence in disciplinary proceedings.",{"term":282,"definition":283},"Corrective Action","A formal documented response to a policy violation, ranging from a verbal counseling session to termination, depending on frequency and severity.",[285,290,295,300,305,310,315,320,325],{"name":286,"plain_english":287,"sample_language":288,"common_mistake":289},"Policy purpose and scope","States why the policy exists, which employee groups it applies to, and the effective date.","This policy applies to all [COMPANY NAME] employees, including full-time, part-time, and temporary staff, effective [EFFECTIVE DATE]. Its purpose is to ensure [COMPANY NAME] maintains reliable shift coverage and consistent attendance standards across all locations.","Limiting scope to full-time employees only — part-time and temporary staff who no-show cause equal operational disruption and must be covered explicitly.",{"name":291,"plain_english":292,"sample_language":293,"common_mistake":294},"Definition of a no call no show","Provides a precise, measurable definition of what constitutes a no call no show so there is no ambiguity about what triggers the policy.","A no call no show occurs when an employee fails to report to a scheduled shift and does not notify [THEIR SUPERVISOR / HR] at least [X] hours before the scheduled start time without prior approved leave.","Using a vague definition like 'failing to show up without notice' — without a specific time threshold, employees and managers dispute whether a late call still qualifies.",{"name":296,"plain_english":297,"sample_language":298,"common_mistake":299},"Absence notification procedure","Specifies who the employee must contact, by what method, and how far in advance when they cannot come to work.","Employees must notify [DIRECT SUPERVISOR NAME / TITLE] by [phone call / text / HR portal] no later than [X] hours before their scheduled shift. Notification by text message alone is not accepted unless [CONDITION]. Employees must speak directly with a supervisor, not leave a voicemail, unless [EXCEPTION].","Allowing any notification method without specifying a hierarchy — employees claim they sent a text that was never seen, creating unprovable disputes.",{"name":301,"plain_english":302,"sample_language":303,"common_mistake":304},"Progressive discipline schedule","Lays out the specific sequence of consequences for each subsequent no call no show occurrence within a rolling lookback period.","1st occurrence: verbal warning documented in personnel file. 2nd occurrence (within [12] months): written warning. 3rd occurrence (within [12] months): [1-day unpaid suspension / final written warning]. 4th occurrence (within [12] months): termination of employment.","Setting the lookback window too long — a 24-month lookback means an employee can accumulate three warnings over two years and still face termination for a relatively old first offense, which undermines the corrective intent of progressive discipline.",{"name":306,"plain_english":307,"sample_language":308,"common_mistake":309},"Job abandonment clause","Defines the number of consecutive no-contact days that constitute job abandonment and clarifies that abandonment is treated as a voluntary resignation.","An employee who is absent for [3] or more consecutive scheduled workdays without contacting [COMPANY NAME] will be deemed to have voluntarily resigned their position. The effective date of resignation will be the last day the employee was present for work.","Not specifying that the company will attempt to contact the employee before treating the situation as abandonment — failure to make a documented contact attempt can expose the employer in unemployment benefit disputes.",{"name":311,"plain_english":312,"sample_language":313,"common_mistake":314},"Exceptions and protected leave","Identifies absence types that do not count as no call no show violations, including FMLA-qualifying events, ADA accommodations, jury duty, and verified emergencies.","Absences qualifying under the Family and Medical Leave Act (FMLA), Americans with Disabilities Act (ADA), state or local protected leave laws, jury duty, or a documented emergency beyond the employee's control will not be counted as no call no show occurrences.","Omitting the ADA exception entirely — an employee with a qualifying disability may be unable to call in during a medical episode, and failing to carve this out creates legal exposure.",{"name":316,"plain_english":317,"sample_language":318,"common_mistake":319},"Documentation and recordkeeping requirements","Outlines how supervisors must document each occurrence, where records are stored, and how long they are retained.","Supervisors must complete a [No Call No Show Incident Form] within [24] hours of each occurrence and submit it to HR. Records will be maintained in the employee's personnel file for a minimum of [3] years or until [1 year] after separation, whichever is longer.","Leaving documentation entirely to supervisor discretion — inconsistent recordkeeping makes it impossible to defend a termination decision if the employee files an unemployment claim or wrongful termination complaint.",{"name":321,"plain_english":322,"sample_language":323,"common_mistake":324},"Re-hire eligibility","States whether employees terminated for no call no show or job abandonment are eligible for future rehire, and under what conditions.","Employees terminated for job abandonment under this policy are designated [not eligible / conditionally eligible] for rehire. Conditional eligibility requires [X months] to have elapsed since termination and a written request to HR explaining the circumstances of the original absence.","Leaving rehire eligibility unaddressed — this creates inconsistent decisions across managers and can expose the company to claims of discriminatory application.",{"name":326,"plain_english":327,"sample_language":328,"common_mistake":329},"Employee acknowledgment","A signature block confirming the employee received, read, and understood the policy before or at the start of employment.","I, [EMPLOYEE FULL NAME], acknowledge receipt of the [COMPANY NAME] No Call No Show Policy, have read and understood its contents, and agree to comply with its terms as a condition of employment. Signature: _______________ Date: _______________","Storing acknowledgment forms separately from the policy — if the policy is later amended, it becomes unclear which version the employee signed, undermining enforceability.",[331,336,341,346,351,356,361,366],{"step":332,"title":333,"description":334,"tip":335},1,"Set the scope and effective date","Identify which employee groups the policy covers — full-time, part-time, temporary, seasonal — and enter the exact effective date. If you are replacing an older policy, note the superseded document.","Explicitly list remote employees in the scope if they have scheduled availability windows or on-call obligations — remote does not mean attendance-exempt.",{"step":337,"title":338,"description":339,"tip":340},2,"Define the reporting window with a specific time threshold","Enter the minimum advance notice period in hours — typically 1 to 2 hours before the scheduled shift start. Choose a threshold that is operationally realistic given your scheduling lead time.","For roles requiring advance shift coverage (healthcare, manufacturing), a 2-hour minimum is more protective than 1 hour — it gives supervisors time to arrange a replacement.",{"step":342,"title":343,"description":344,"tip":345},3,"Specify the notification method hierarchy","State who the employee must contact (direct supervisor first, then HR), by what method (phone call preferred over text), and what happens if the supervisor is unreachable.","Require a live voice conversation as the default and treat text or email as a fallback only when phone contact is genuinely impossible — documented call logs resolve most disputes.",{"step":347,"title":348,"description":349,"tip":350},4,"Set the progressive discipline ladder and lookback window","Fill in the number of occurrences that trigger each disciplinary step and the rolling period (typically 12 months) within which occurrences accumulate. Align these with your existing disciplinary policy if one exists.","Use a 12-month rolling window rather than a calendar year — a calendar year resets on January 1, which creates a perverse incentive for employees to push absences into a new year.",{"step":352,"title":353,"description":354,"tip":355},5,"Define the job abandonment threshold","Enter the number of consecutive no-contact days that trigger job abandonment — 3 consecutive days is the most common threshold. Specify that the company will make at least one documented attempt to reach the employee before the abandonment designation is applied.","Send the abandonment notice by both email and certified mail so you have a delivery record in case the employee later disputes receiving it.",{"step":357,"title":358,"description":359,"tip":360},6,"List all protected leave exceptions","Identify every leave type that will not count as a no call no show occurrence: FMLA, ADA accommodations, state-specific protected leaves, jury duty, military leave, and documented emergencies. Review state and local leave laws before finalizing.","Include a catch-all line — 'or any other leave protected by applicable federal, state, or local law' — so the policy doesn't need to be amended each time a new leave law takes effect.",{"step":362,"title":363,"description":364,"tip":365},7,"Add the employee acknowledgment block","Place a signature line, printed name field, and date at the bottom. Distribute the policy to all current employees and collect signed acknowledgments. Attach the signed form to each employee's personnel file.","If you use an HRIS or onboarding platform, configure the policy as an e-signature document so acknowledgment is timestamped and stored automatically.",{"step":367,"title":368,"description":369,"tip":370},8,"Review with department managers before rollout","Walk supervisors through the notification procedure, documentation requirements, and their specific responsibilities under the policy before distributing it to employees.","Inconsistent supervisor enforcement is the single most common reason disciplinary decisions get overturned in unemployment hearings — managers need to understand the policy as well as employees do.",[372,376,380,384,388,392],{"mistake":373,"why_it_matters":374,"fix":375},"No specific notification time threshold","Without a defined window — such as 'at least 2 hours before shift start' — employees and supervisors dispute in real time whether a call came in 'on time,' making consistent enforcement impossible.","Set a specific numeric threshold in hours and insert it into the definition section so it appears in the first paragraph every employee reads.",{"mistake":377,"why_it_matters":378,"fix":379},"Omitting FMLA and ADA exceptions","Counting a qualifying FMLA or ADA-protected absence as a no call no show violation and disciplining the employee for it exposes the company to interference and retaliation claims under federal law.","Add a dedicated exceptions section naming FMLA, ADA, and applicable state leave laws explicitly, and train supervisors to flag potential protected leave before issuing any discipline.",{"mistake":381,"why_it_matters":382,"fix":383},"Failing to document each occurrence in writing","Verbal warnings that go unrecorded cannot be cited to support subsequent discipline — a termination for a 'fourth offense' that has only two written occurrences on file is nearly impossible to defend.","Require supervisors to complete an incident form within 24 hours of every no call no show and route it to HR for filing in the personnel record.",{"mistake":385,"why_it_matters":386,"fix":387},"No job abandonment clause","Without it, an employee who disappears for a week without contact creates an unresolved employment status — payroll keeps running, benefits accrue, and terminating them lacks a documented procedural basis.","Add a job abandonment provision stating that absence for 3 or more consecutive days without contact constitutes voluntary resignation, and require at least one documented outreach attempt before applying it.",{"mistake":389,"why_it_matters":390,"fix":391},"Inconsistent enforcement across departments","Applying the progressive discipline ladder strictly in one department but informally in another creates disparate-treatment exposure — employees in the stricter department can claim the policy was applied selectively.","Train all supervisors on the policy at the same time, require HR review before any suspension or termination, and audit discipline records quarterly for consistency.",{"mistake":393,"why_it_matters":394,"fix":395},"Never updating the policy after changes to leave law","State and local paid sick leave, bereavement leave, and predictive scheduling laws regularly add new protected absences — an outdated policy that doesn't reflect them may result in disciplining employees for legally protected conduct.","Schedule an annual HR review of the policy against current federal, state, and local leave law requirements and update the exceptions section accordingly.",[397,400,403,406,409,412,415,418,421],{"question":398,"answer":399},"What is a no call no show policy?","A no call no show policy is a written workplace rule that defines what happens when an employee misses a scheduled shift without notifying their employer within a required time window. It specifies the notification procedure employees must follow, the progressive disciplinary consequences for violations, and the threshold at which repeated no-shows trigger termination or constitute job abandonment. Having the policy in writing protects the employer and ensures employees understand the rules before a violation occurs.\n",{"question":401,"answer":402},"How many no call no shows before termination?","Most employers apply a progressive discipline model that reaches termination on the third or fourth offense within a rolling 12-month period. The exact threshold should be set based on operational impact — businesses in healthcare, manufacturing, or food service where shift coverage is critical often terminate on the third occurrence, while office-based employers may allow a fourth. Whatever threshold you choose, it must be consistently enforced and documented in writing.\n",{"question":404,"answer":405},"What counts as job abandonment?","Job abandonment is typically defined as three or more consecutive scheduled workdays where the employee neither appears nor contacts the employer. Most employers treat abandonment as a voluntary resignation, which affects unemployment eligibility. Before designating an absence as abandonment, employers should make at least one documented attempt to contact the employee — in case there is a genuine emergency or a qualifying FMLA or ADA event.\n",{"question":407,"answer":408},"Can I terminate an employee for a single no call no show?","Yes, in most US states, a single no call no show can justify termination for at-will employees — particularly if the role is critical to operations or the employee was in a probationary period. However, consistently applying a progressive discipline ladder before reaching termination reduces unemployment claim liability and discrimination risk. The policy should state clearly when a single occurrence is grounds for immediate termination, such as in safety- sensitive roles.\n",{"question":410,"answer":411},"Does FMLA affect how a no call no show is handled?","Yes. If an employee's absence may qualify under the Family and Medical Leave Act — even if they did not use the words 'FMLA' — the employer is obligated to investigate before counting the absence as a violation and issuing discipline. Disciplining an employee for an absence that retroactively qualifies as FMLA leave constitutes interference with their FMLA rights. The policy should explicitly exclude FMLA-qualifying absences from the no call no show count.\n",{"question":413,"answer":414},"Should a no call no show policy be part of the employee handbook?","Yes — incorporating the policy into the employee handbook ensures it is distributed to every new hire and acknowledged at onboarding. A standalone policy document is also useful for posting in breakrooms or attaching to scheduling systems. Either way, collecting a signed acknowledgment from each employee is critical so the employer can demonstrate the employee knew about the policy before any disciplinary action was taken.\n",{"question":416,"answer":417},"What notification method should the policy require?","Most policies require a direct phone call to the employee's immediate supervisor as the primary notification method. Text messages and emails are unreliable as sole methods because they may go unread until after the shift starts. A best practice is to require a live voice conversation as the default and allow text or messaging apps only as a documented fallback when phone contact is genuinely impossible. The policy should state clearly which methods are and are not acceptable.\n",{"question":419,"answer":420},"How do I enforce a no call no show policy fairly?","Consistent documentation is the foundation of fair enforcement. Every occurrence — including the first — should be recorded in writing by the supervisor within 24 hours and filed in the employee's personnel record. HR should review any suspension or termination decision before it is communicated. Regular audits of discipline records across departments help catch inconsistent application before it becomes a discrimination claim.\n",{"question":422,"answer":423},"Does a no call no show policy need to be reviewed by a lawyer?","For most small and mid-size businesses, a well-drafted template is sufficient for standard attendance enforcement. Legal review is worth considering when your workforce spans multiple states with differing paid sick leave or protected leave laws, when your industry is heavily regulated (healthcare, transportation), or when you have had prior employment claims related to attendance discipline. An employment attorney review typically takes 1–2 hours and costs $150–$400.\n",[425,429,433,437],{"industry":426,"icon_asset_id":427,"specifics":428},"Retail","industry-retail","High volumes of part-time and hourly staff make unnotified absences a daily scheduling risk — the policy anchors consistent enforcement across store managers who may otherwise apply informal standards.",{"industry":430,"icon_asset_id":431,"specifics":432},"Food & Beverage / Restaurant","industry-food-beverage","Shift-based service operations have zero tolerance for last-minute no-shows — a missing line cook or server during a peak service window directly impacts revenue and customer experience.",{"industry":434,"icon_asset_id":435,"specifics":436},"Healthcare","industry-healthtech","Staffing ratios are regulated in clinical settings, making unnotified absences a patient safety issue — policies in this sector typically require a 2-hour notification window and include mandatory escalation to a charge nurse or supervisor.",{"industry":438,"icon_asset_id":439,"specifics":440},"Manufacturing","industry-manufacturing","Production lines and machine operations cannot run understaffed without safety risk — no call no show policies here often include same-day replacement protocols and tighter job abandonment thresholds of 2 consecutive days.",[442,445,448,450],{"vs":229,"vs_template_id":443,"summary":444},"","An employee attendance policy covers all aspects of workplace attendance — tardiness, early departures, scheduled absences, and accrual of attendance points. A no call no show policy is a focused subset that addresses only unnotified absences and their specific consequences. Many employers use both: the attendance policy sets the broader framework while the no call no show policy provides a dedicated escalation path for the most disruptive absence type.",{"vs":237,"vs_template_id":446,"summary":447},"employee-warning-letter-D484","An employee warning letter is a single-incident disciplinary document issued after a policy violation has already occurred. A no call no show policy is the governing document that defines the rules and makes the warning letter possible and defensible. Without the policy in place first, a warning letter lacks the procedural foundation it needs to survive an unemployment or wrongful termination challenge.",{"vs":88,"vs_template_id":248,"summary":449},"An employee handbook is a comprehensive reference document covering all workplace policies, benefits, and expectations. A no call no show policy is a single focused document that can either stand alone or be incorporated as a section within the handbook. For businesses that update attendance rules more frequently than their full handbook, maintaining the no call no show policy as a separate document makes versioning easier.",{"vs":451,"vs_template_id":452,"summary":453},"Performance Improvement Plan","performance-improvement-plan-D13475","A performance improvement plan (PIP) addresses ongoing performance deficiencies through coaching, measurable goals, and a defined review timeline. A no call no show policy governs a specific conduct violation — unnotified absence — with a fixed progressive discipline sequence. PIPs are used when the issue is capability or quality of work; no call no show policies are used when the issue is reliability and attendance conduct.",{"use_template":455,"template_plus_review":459,"custom_drafted":463},{"best_for":456,"cost":457,"time":458},"Small to mid-size businesses establishing or updating an attendance policy for a single-state workforce","Free","30–60 minutes",{"best_for":460,"cost":461,"time":462},"Businesses operating in multiple states with differing protected leave laws or with prior attendance-related employment claims","$150–$400 for a 1–2 hour employment attorney review","1–3 days",{"best_for":464,"cost":465,"time":466},"Regulated industries (healthcare, transportation) or large employers with complex multi-site attendance management systems","$500–$1,500","1–2 weeks",[468,469],"progressive-discipline-explained","fmla-basics-for-employers",[248,238,242,252,234,245,471,472,473,474,475,476],"job-offer-letter-long-D12769","employment-agreement_at-will-employee-D541","employee-disciplinary-action-policy-D13487","leave-of-absence-policy-D14000","employee-separation-agreement-D12842","safety-reporting-and-incident-investigation-policy-D13768",{"emit_how_to":478,"emit_defined_term":478},true,{"primary_folder":97,"secondary_folder":480,"document_type":481,"industry":482,"business_stage":483,"tags":484,"confidence":490},"conduct-and-discipline","policy","general","all-stages",[485,486,487,488,489],"no-call-no-show","attendance-policy","employee-discipline","hr-policy","workplace-conduct",0.95,"\u003Ch2>What is a No Call No Show Policy?\u003C/h2>\n\u003Cp>A \u003Cstrong>No Call No Show Policy\u003C/strong> is a written workplace document that defines what constitutes an unnotified absence, how employees must report unplanned absences before missing a shift, and what progressive disciplinary consequences apply when they fail to do so. The policy establishes a consistent, documented framework that managers can enforce uniformly across all staff — removing ambiguity about what is expected, what qualifies as a violation, and when discipline escalates to termination or job abandonment. It is typically distributed at onboarding and incorporated into the employee handbook, with a signed acknowledgment filed in each employee's personnel record.\u003C/p>\n\u003Ch2>Why You Need This Document\u003C/h2>\n\u003Cp>Without a written no call no show policy, managers make attendance enforcement decisions inconsistently — one supervisor issues a verbal warning while another ignores the same conduct entirely, creating disparate-treatment exposure and employee relations problems. When terminations for unnotified absences are challenged in unemployment hearings, a company without a documented policy and signed employee acknowledgment is in a weak position to prove the employee knew the rules. Operationally, in shift-based environments like retail, food service, healthcare, and manufacturing, a single unnotified absence can leave a critical role unstaffed with no time to arrange coverage — the cost compounds across customer experience, team morale, and overtime for replacement workers. This template gives businesses a clearly structured, legally informed starting point that takes under an hour to customize, covers FMLA and ADA exceptions that generate the most common legal exposure, and produces a document employees and managers can both follow without ambiguity.\u003C/p>\n",1781185977689]