Half days, deemed attendance, and different employment patterns turned a simple-looking percentage into a policy decision that had to be both accurate and defensible.
The company wanted a rigorous judgment. Employees reasonably wanted a method that would not disadvantage them. If the design was too generous, management would object; if it was too strict, HR would face justified complaints.
For full-time, fixed-term, and re-employed workers, counting in days was usually understandable. Days legally or contractually treated as attendance still had to be included, and half-day leave produced decimal totals.
A value such as 243.5 caused no technical problem—the AS/400 could divide it perfectly well. The harder question was whether day-counting remained fair for someone whose employment itself was defined in hours.
For part-time and hourly workers, I concluded that using the same day-based method was wrong. To see why, the system had to return to the basic difference between the contracts.
CHAPTER 03 · PART 02 · EPISODE 9 / 9 STORIES · 35 STORIES TOTAL