LGC Training Manual

PAYROLL WHO DOES PAYROLL? Most branches have a designated payroll person. This person is responsible for collecting all timesheets from the previous week from clients. Once the timesheets have been collected, the designated person doing payroll must then label each timesheet with the proper bill and pay rate. Bill rates and pay rates are found in COATS, under the Client tab, for each specific client. Each client has their agreed upon rates.

PAYROLL PAYROLL REPORT

PAYROLL REVIEWING PAYROLL REPORT Once the branch has submitted all its timesheets, the corporate payroll team will send a Payroll Report for the branch to review. This is the last chance that you will have to correct any issues. It is crucial to make sure that the hours listed on the report match the timesheets. Once you confirm that the hours and rates are correct, the payroll team will pay out the individuals on the list and bill clients accordingly. Things to look for: • Look through PO’s along the left column and make sure they look correct (correct dates). • Look for duplicate names with the same date used as the PO to signal a person being double billed. • Make sure you don’t see too many entries for one person all together (if one person is listed for 12 shifts at the same client then some may be duplicates or some maybe were supposed to be labeled as missed from a previous week). • Look through bill rates and pay rates…. was anyone paid $1/hour by mistake if it was supposed to be $10. Was anyone billed for 4 hours by mistake if it was supposed to be 40.

PAYROLL INVOICES This is what an LGC invoice looks like. You will not usually interact with these. If a client ever requests a copy, please see your Branch Manager. Clients can opt to receive invoices electronically via email rather than through traditional mail. Emailed invoices: If a client is set up to receive emailed invoices automatically from Advance on Fridays, there will be a note in the main client screen that says, “Advance emails invoices to (email address/s they are sent to) as of (date it was set up).” NO ONE IN THE LGC OFFICES CAN MAKE CHANGES TO THIS. To add a client to the email list or make a change of who invoices go to you must email Tracy LeBio.

PAYROLL HELPFUL TIPS FOR AN EFFICIENT PAYROLL PROCESS • If you can submit your first batch of payroll every Friday for the following week that would be ideal, even if it’s at the end of the day that insures that your payroll processor will be able to start Monday. • Work towards being able to “close out” your payroll by Wednesday afternoon. • Thursday morning should ONLY be for those few timesheets that you have been aggressively trying to collect throughout the week and didn’t get until then. In this case please make a note of which client/s give you an issue and make sure that someone from your branch meets with them and gets a better process worked out so the problem doesn’t continue. • Make sure that timecards are being proactively collected throughout the week after the event happens. Do not wait until the next week to reach out and start collecting timecards for payroll. • Signatures: if timesheets are not signed the appropriate backup must be sent along with your payroll. o If the client emailed the timecards, you will print the timecard off and label it as one of your payroll pages and put “see email” in the signature line. Then you forward the original email from the client and change the subject line to say “approval page (list the page number of the timecard).”

PAYROLL DIRECT DEPOSIT & GLOBAL CASH CARDS LGC does not pay anyone using paper checks, direct deposit is mandatory. There is no exception to this rule. When employees complete their New Hire packet, they select one of two options: being paid via their bank account or being paid through Global Cash Card, a paycard. If employee chooses to do Direct Deposit via bank account, it is your responsibility to enter and verify the information in COATS.

PAYROLL DIRECT DEPOSIT & GLOBAL CASH CARDS If employee chooses Global Cash Card as their direct deposit source, they will fill out a form like the one displayed her during the completion of their New Hire packet. DO NOT ENTER THE GLOBAL CASH CARD INFORMATION INTO THE DIRECT DEPOSIT SCREEN. THIS IS A PAYROLL FUNCTION! As long as the New Hire packet is being completed on DocuWare, there is no action needed on your part when registering these paycards.

PAYROLL PAY ISSUES One call that will happen at some point is that a candidate will call in with a pay issue. If this is their first call about the issue, treat it with the utmost urgency. We take employee compensation very seriously and we need our candidates to know we will do everything within our power to rectify the situation. There is a chain of events that should occur with each pay issue:. - At this point if you cannot find anything that reflects they have been paid properly and explain the misunderstanding, you need to find the RED BINDER. (fig.4.3) - Be sure there is not a current ‘Payroll Issue Form’ in the binder for the candidate that you are speaking with. If there isn’t, fill out the orange Payroll Issue Form. Make sure to note every shift the employee worked during that pay week. Be detailed. Note the location, start time, etc. Let them know the person who handles payroll will research their issue and will call them if they need further information

PAYROLL PAY ISSUES (CONT.) - First, you need to determine if the person has been paid improperly. To do this, first confirm that a check was issued. - Next verify the type of payment that it was (direct deposit, Global Cash Card, check). - Make sure the candidate understands the pay cycle and that a check was indeed due this pay period. Most “conflict” pay issues can be resolved by reminding the employee that LGC’s pay period runs from Monday through Sunday with payment on the following Friday. - At this point if you cannot find anything that reflects they have been paid properly and explain the misunderstanding, you’ll need to resort to pulling the previous week’s payroll folder out and go through timesheets.

PAYROLL PAY ISSUES (CONT.) In order to most efficiently and effectively research payroll issues you need to fill out the orange Payroll Issue Form. Make sure to: -Note every shift the employee worked during that pay week. Be detailed. -Note the location, start time, etc. Let them know the person who handles payroll will research their issue and will call them if they need further information If a candidate calls multiple times about the same issue, let them know that repeat calls only reduce the amount of allowable time available to tend to their issue. Make sure to keep candidates calm during this time. Let them know there is a process that needs to take place to resolve their issue and we are taking the necessary steps.



RISK MANAGEMENT One of the most critical functions every LGC employee faces is conducting daily activities in a manner that is legal and consistent with government guidelines. Failure to do so could expose LGC to a variety of legal situations risking the assets and future of the company.

RISK MANAGEMENT PROTECTING THE COMPANY It is the responsibility of the Branch Manager to insure all staff are aware of and are in compliance with company policy and procedure with regard to the following: 1. Every candidate must sign their application and address the question regarding whether they have ever been convicted of a crime. LGC cannot place any candidate who has not answered this question, or signed the application. 2. A thoroughly completed and signed I-9 form must be retained. 3. All contractual criteria must be met if LGC is under contract with a client. 4. No one in the branch is authorized to sign any legal agreement or contract or speak with any attorney or media member. 5. No placements will be made with a client who operates their business from a private home or residence unless it is a private party staffed by the hospitality division, in which case the homeowner must sign an approved contract, including a clause assigning responsibility for serving alcohol to the homeowner. 6. No one in the branch can place any employee with a prior felony conviction without first determining the nature of the conviction and obtaining clearance from LGC’s President and legal department. 7. Confidential client and candidate information cannot be released by LGC unless under subpoena or with written consent. If law enforcement is seeking information on a candidate, they must appear at office and show proper credentials. Only then can information be released from candidates file. Never mail or fax information as it violates the candidates’ right to privacy.

RISK MANAGEMENT YOUR LGC BRANCH 1. All new internal LGC staff must sign an Employee Non-Compete Contract on or before their start date. 2. An employee must return any confidential manuals or information upon termination from LGC. 3. The branch must maintain all current licenses as required by state and local government and follow all regulations concerning employment agencies in a state. 4. All federal and state posting requirements must be met. LGC’s Equal Employment Opportunity Policy must be communicated clearly to all branch personnel and must be strictly adhered to. 5. Branch staff must understand LGC’s anti-harassment policies and know how to handle complaints. 6. The branch must immediately forward any EEOC (Equal Employment Opportunity Committee) charge, formal complaint, labor board issue, better business bureau inquiry, lawsuits, or threat of lawsuit to Tracy Shearer or the Corporate Office, immediately.

RISK MANAGEMENT PREVENTING DISCRIMINATION COMPLAINTS Preventing discrimination complaints is an important issue deserving serious attention. Because most complaints are preventable, it is important to understand what constitutes discrimination under the law. Discrimination Laws There are four main laws prohibiting discrimination in employment, all of which are administered by the EEOC. 1. Title VII of the Civil Rights Act of 1964: Prohibits discrimination in employment on the basis of race, color, religion, sex, or national origin. 2. Age Discrimination in Employment Act: Makes it illegal to discriminate against persons because they are over 40. 3. Equal Pay Act: Prohibits unequal wages for equal work because of gender. 4. Americans with Disabilities Act of 1990: Prohibits discrimination against the disabled and requires the employer to make reasonable accommodations. There are also state and local laws that prohibit discrimination and which may include broader definitions. Discrimination in Recruiting and Advertising 1. Eliminate all gender-tied titles from customer orders and advertising. 2. Avoid language that implies a discriminatory preference. 3. Expand advertising of job opportunities to publications directed to minorities, women, and the handicapped. 4. Include the line Equal Employment Opportunity Employer in classified advertising.

RISK MANAGEMENT INTERVIEWING 1. Know the purpose of the interview-ask questions related to the job. 2. Stay job related 3. Stay away from unlawful inquiries such as: -What year did you graduate high school? -How many children do you have? -Are you married? -Do you plan on having children? -What does your spouse do?

RISK MANAGEMENT CLIENT JOB ORDERS Occasionally, job orders will request a specific type of person. Always let the client know the order will be filled with the best available candidate for the opening. 1. Never accept an order that expresses a preference as to race, religious creed, color, national origin, physical handicap, medical condition, marital status, sex, or age. 2. Remind those clients attempting to place a discriminatory order that: •It is illegal to discriminate in such a manner. •It is illegal for LGC to accept a discriminatory job order. •LGC recruits applicants of all races, ethnic groups, ages, and of both sexes to meet the customers’ personnel needs. •Finally, point out that LGC values their clients’ business and would never do anything to jeopardize their standing or reputation.

RISK MANAGEMENT HIRING AND REFERRAL STANDARDS TO AVOID: Race/Color Gender National Age Origin/Ancestry Religion Physical Handicap Marital Status Pregnancy/Care of Children Height and Weight Arrest/Conviction English Language Dress/Appearance Requirement Requirements Record

RISK MANAGEMENT COMPLIANCE WITH THE AMERICANS WITH DISABILITIES ACT (ADA) Qualified candidates must never be discriminated against because of a disability. Discrimination is unlawful in all employment practices including recruitment, rate of pay, hiring, termination, promotion assignment, training, leave, layoff, and benefits. Retaliation The ADA prohibits an employer from retaliating against an applicant or employee for asserting his rights under the ADA. Title I of the ADA protects qualified individuals with disabilities from employment discrimination. Under the ADA, a person has a disability if he has a physical or mental impairment that substantially limits a major life activity. The ADA also protects individuals who have a record of a substantially limiting impairment and people who are regarded as having a substantially limiting impairment. LGC’s policy is to provide equal employment opportunity and equal access to employment opportunities to all qualified individuals, including those with disabilities. The company will provide whatever accommodations are reasonable to enable qualified individuals to perform the essential functions of their jobs and to have equal employment opportunities. Reasonable accommodation could include arranging for a sign language interpreter to be present at an interview, rearranging furniture for wheelchair access, having large print applications if requested, or use of magnifying device or a telecommunications device for the deaf (“TDD”).

RISK MANAGEMENT BUSINESS INSURANCE LGC carries insurance to protect both our company and our clients. Included is not-for-hire automobile liability, workers’ compensation, property coverage, crime insurance and general liability insurance.

RISK MANAGEMENT LGC SEXUAL HARASSMENT POLICY Sexual harassment is inappropriate, offensive, and most importantly, illegal. This type of harassment violates company policy as it negatively affects morale and job performance. In addition, sexual harassment exposes the company to liability and will not be tolerated. Two Kinds of Sexual Harassment Quid Pro Quo Harassment Quid pro quo harassment occurs when someone demands sexual favors in exchange for a job benefit or continued employment, and that refusal will lead to demotion, termination or humiliation on the job. Hostile-Environment Harassment This type of harassment is harder to recognize and can occur even if no request for sexual favors is made. Sexual slurs, innuendo, insults and other unwelcome conduct directed at one gender of employees can make a workplace so offensive that employees of that gender find it difficult, if not intolerable to continue working in that environment. Unlawful harassment in any form including verbal, physical and visual contact, threats, demands and retaliation is prohibited. Sexual harassment as defined above violates company policy. LGC is committed to providing a workplace free from all forms of sexual harassment. Employees who are aware of any instance of sexual harassment are advised to report the act immediately to the President.

RISK MANAGEMENT FORMAL POLICY ON SEXUAL HARASSMENT LGC Associates, LLC believes that you should be afforded the opportunity to work in an environment free of sexual harassment. Sexual harassment is a form of misconduct that undermines the employment relationship. No employee, either male or female, should be subjected verbally or physically to unsolicited and unwelcome sexual overtures or conduct. Sexual harassment refers to behavior that is not welcome, that is personally offensive, and that debilitates morale, therefore, interfering with work effectiveness. Behavior that amounts to sexual harassment may result in disciplinary action, up to and including dismissal.

RISK MANAGEMENT SEXUAL HARASSMENT (CONT.) Definition LGC Associates, LLC has adopted, and its policy is based on, the definition of sexual harassment set forth by the Equal Employment Opportunity Commission (EEOC). The EEOC defines sexual harassment as unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature when: 1. Submission to such conduct is made either explicitly or implicitly a term or condition of your employment 2. Submission to or rejection of such conduct by you is used as the basis for employment decisions affecting you 3. Such conduct has the purpose or effect of unreasonably interfering with your work performance or creating an intimidating, hostile or offensive working environment.

RISK MANAGEMENT Employer's Responsibility LGC Associates, LLC wants you to have a work environment free of sexual harassment by management personnel, by your coworkers and by others with whom you must interact in the course of your work as an LGC employee. Sexual harassment is specifically prohibited as unlawful and is a violation of LGC Associates, LLC’s policy. LGC Associates, LLC is responsible for preventing sexual harassment in the workplace, for taking immediate corrective action to stop sexual harassment in the workplace and for promptly investigating any allegation of work-related sexual harassment. The proper LGC Sexual Harassment Policy should be hanging in the lobby of every office. Complaint Procedure If you experience or witness sexual harassment in the workplace, report it immediately to George Lessmeister. You may also report harassment to any other member of LGC’s management or ownership. All allegations of sexual harassment will be quickly investigated. To the extent possible, your confidentiality and that of any witnesses and the alleged harasser will be protected against unnecessary disclosure. When the investigation is completed, you will be informed of the outcome of that investigation. Retaliation Prohibited LGC Associates, LLC will permit no employment-based retaliation against anyone who brings a complaint of sexual harassment or who speaks as a witness in the investigation of a complaint of sexual harassment.

RISK MANAGEMENT PRIOR CONVICTIONS THAT PROHIBIT US FROM WORKING WITH CANDIDATES 1. Criminal convictions that involve an act of theft, fraud, dishonesty-any breach of trust offense, for example, embezzlement, burglary, grand larceny. 2. Prior convictions that involve an act of violence, certain drug related offenses or of sexual nature. If information is obtained through a background report that contains information which may prevent LGC from working with the individual: 1. Send a letter to the individual with a copy of the background report and a copy of “A Summary of Your Rights Under the Fair Credit Reporting Act.” Wait a few days and then follow step 2. 2. Send a letter notifying the individual that we will be unable to work with them.



Greeting an Interview and Application Process- Setting the Tone OPERATIONS

OPERATIONS E-VERIFY E-Verify is a United States Department of Homeland Security (DHS) website that allows businesses to determine the eligibility of their employees, both U.S. or foreign citizens, to work in the United States. E-Verify compares information from an employee's Employment Eligibility Verification Form I-9 to data from U.S. government records. If the information matches, that employee is eligible to work in the United States. If there is a mismatch, E-Verify alerts the employer and the employee is allowed to work while he or she resolves the problem; they must contact the appropriate agency to resolve the mismatch within eight federal government work days from the referral date. When running an E-Verify on an applicant, it is necessary to have the applicant’s completed I-9 in front of you. Applicant must be present in office while you are running their information through E-Verify.

OPERATIONS

OPERATIONS E-VERIFY (CONT.) As a staffing manager for LGC, it is your responsibility to comply with federal guidelines for the E- Verify program. Failure to do so can put LGC in legal jeopardy. You are required to run each applicant that you hire through E-Verify as soon as the applicant completes their New Hire paperwork, after the decision to hire has been made. Once the applicant is done with their paperwork, asked them to be patient while you run their information through E- Verify. As a general user, you must successfully complete the online E-Verify tutorial before privileges to create or manage cases are granted. This tutorial concludes with a knowledge verification quiz. Therefore, we will not go into details of the program in this manual. Please take a few minutes to read through the official guide from USCIS below: https://www.uscis.gov/sites/default/files/USCIS/Verification/E-Verify/E-Verify_Native_Documents/E- Verify%20Manuals%20and%20Guides/guide-employer_comp.pdf

OPERATIONS DRESS CODE Internal, Full-time and Internal, Part-time employees dress should be neat in appearance and are invited to dress in a manner consistent with a professional atmosphere. The impression made on customers, visitors, and other employees should be kept in mind. Piercings for females must be professional in type and number. Visible piercings for males are prohibited. No facial or offensive tattoos may be visible. No open- toed shoes are allowed.

OPERATIONS EXPENSES All pre-approved company expenses are reimbursed 100%. Expense reports for each month are to be sent to Jennifer Landreth and Shawnda Trout and supported by evidence of proof of purchase, e.g., receipts no later than the 5th of the month following the month the expense occurred. Expenses will be paid to Internal, Full-time and Internal, Part-time employees on or before the last paycheck of the month following the month of expense occurrence. Any late expense reports will not be reimbursed until the following month. Mileage is expensed when calculated from the office to approved appointments. Mileage between home and office is not reimbursed.

OPERATIONS SHAREPOINT SharePoint is a web-based collaborative platform. In your branch, you will use SharePoint to communicate information to your officemates. You will use SharePoint to communicate: • Interviews that are scheduled through the day/week. • Candidates that are awaiting callbacks for pending applications. • Workers available for work for the week. • Important documents such as tempbooks, timesheets, and various forms.

OPERATIONS SHAREPOINT To access SharePoint you will need to log into Outlook 365 via your web browser. Once you have logged in, you simply click on the “Apps” icon on the left hand side and then choose SharePoint.

OPERATIONS SHAREPOINT Once at SharePoint’s homepage, you will see a list of all available options on the left hand side. Documents, Interview Schedule, Availability, and Looking for Interview are the four options that you will use on a daily basis.

OPERATIONS SHAREPOINT Under documents you will have all relevant branch forms. From accident reports to employee evaluation tests can be found here. Any time that a new form is sent from LGC’s corporate office, you must upload it onto this tab on SharePoint.

OPERATIONS SHAREPOINT Under Interview Schedule you will find the calendar where you must use when scheduling applicant interviews. If you will be out of the office or unable to do interviews on a particular day, you must put it on that calendar. The Recruitment Center uses this same calendar to schedule interviews so they need to know when you will be out of the office.

OPERATIONS SHAREPOINT Under Availability you will find a list of candidates that have called in for the current week, actively looking for placements. Any time that a candidate calls in with their availability you must record it on this list.

OPERATIONS SHAREPOINT Under Looking For Interview you will find a list of individual that are awaiting to be called back regarding their application. Any time that you are unable to G2 an applicant who is calling into the office, you will take down their contact information and place them on this list. During your next G2 hour, you will reach out to these applicants first. The Recruitment Center will also place any applicant on this list after they have attempted to make contact with them two times. Your branch is responsible for calling them a third time.

OPERATIONS SHAREPOINT Just as with the white board in your office, use SharePoint to communicate with your office. SharePoint is an essential tool. Familiarized yourself with this software and develop it even further within your branch.

OPERATIONS PHONES: ANSWERING CALLS & CHECKING VOICEMAILS Telephones play a large part in our business. Everyone in each office needs to do their best to efficiently handle every call in a timely manner. The most important thing to determine when answering calls is whether you are speaking with a client or a candidate. This is the biggest determining factor as to how the call is handled and who will handle it.

OPERATIONS PHONES: ANSWERING CALLS & CHECKING VOICEMAILS Greeting: First, let’s cover the most basic aspect of answering calls…. The greeting! When you answer calls the expectation is that you answer with any of the following two variations: “Thank you for calling LGC. This is __(your name)___, how may I help you? “LGC. This is __(your name)__, how may I help you? This is may be someone’s first interaction with LGC, make sure that you project professionalism.

OPERATIONS PHONES: ANSWERING CALLS & CHECKING VOICEMAILS Taking a Message: Next, if you will be taking a message during the call, either for a client or candidate, make sure that you obtain the following information: • The facility or the client name. • The candidate or client contact name. • The reason for the call. • The person they are attempting to reach. • The best phone number to reach them at.

OPERATIONS CLIENT CALL So why might a client call the office? • A prospective client may call to obtain more information about our services. This call should be routed immediately to any senior branch employee. When they are not available, always start with the LGC Points of Difference. Obtain contact information such as phone numbers and email addresses. Ask the prospective client what their needs are and try to lock down an order! • A client may call to place an order. When possible, pass this call to the branch employee most familiar with the account. Their knowledge of the particular client will make the order placement process easier since the rep knows the details of their facility and expectations. When they are not available, take a detailed job order. • A client may call with feedback about an event. This call requires detailed note taking. It is important to document the candidates who worked well and those who did not. Make suggestions for improvement if possible. Update the candidates COATS info to reflect the client feedback. Update the client request list. • The most urgent call from a client is when the event is near start time and the event is understaffed. It is important to ask who is there. If there is confusion on sign-in location, reconfirm the contact and assure the client we will do everything in our ability to get the candidates to their location as soon as possible. Make sure to ask what the latest time that they will be able to accept additional associates. • Client calls of an administrative in nature: - Questions about an invoice. This question should be forwarded to the Branch Manager or Area Manager of your office. They are best equipped to handle this type of call. - If there is a need for a timesheet to be sent, make sure you know the destination email or fax number and let them know it will be sent immediately. If it has not been created, this becomes priority. Follow up if practical. - A client may call to adjust an upcoming order. Make sure the changes are made on the board and, if possible, have the client email confirmation of the changes made. If they are unable to email confirmation, send them an email confirming the changes made. All other calls that come in from a client should be handled to the best of your ability. If at any time the client seems to be upset, be very attentive and patient. Take notes and remain neutral until a manager can take control of the situation.

OPERATIONS APPLICANT CALLS IN REGARDS TO NOT HEARING BACK AFTER SUBMITTING AN Why do applicants call the office? APPLICATION. IN RESPONSE TO AN AD. If a candidate has filled out an application If a person calls responding to an ad or a and they haven’t heard from us, there posting, you should make sure to be as may be a reason. Let them know that if informative and patient as possible. This we have their application on file, the next is their first impression of us as a step will be us calling them to set up an company and it needs to be a good one. Explain what we have to offer and what interview. makes us different. Your branch should have designated applicant screening hours, if the candidate calls outside of those hours, take their contact info and call them back during the next applicant screening hour block.

OPERATIONS CANDIDATE CALLS Candidate calls represent the majority of our call volume and need to be handled expeditiously. This does not mean we want to get them off of the phone, just that we should attempt to achieve the end result in a limited amount of time. So why do candidates call the office? 1. Calling for work. As soon as an incoming call is accepted, and as long as you are in the staffing hours of the day, immediately look the candidate up in COATS to see if they will be a proper match for any open positions. This primarily means that if you are currently looking for an A server that is available on Saturday and that is exactly who you have on the phone, you should staff that person appropriately. If the office is not currently filling orders or the candidate is not a match for an opening, place them on the “Availability” list in SharePoint. Remember to note availability, position, and phone number. Let them know that a staffing manager will contact them when we are in the process of assigning positions. Always remind the candidate, that the proper day to call in for work is on Monday. This is the day designated for availability. Once the applicant has called in their availability once, they can call in ONE more time during the week to check for work. After the second time, if the candidate continues to call they will start earning points and it will negatively impact their file.

OPERATIONS CANDIDATE CALLS 2. Calling off. Unfortunately, even some of our best candidates call off after taking an assignment. If it is outside of 24 hours prior to the event, thank them for letting us know but make sure that they check their schedules better before accepting future positions. If they are calling off within 24 hours of the event, remind them this puts us in a bind. If they are placed in a crucial position, stress the importance of their attendance and see if there is anything we can do to facilitate them being there. Make sure to erase their name from the board and let anyone staffing know there is an open position that may need immediate attention. Make sure to document the disciplinary points given to the candidate in COATS . Be consistent with your disciplinary actions. Candidates should be aware that they are being written up for missing work. There should be consequences for repeatedly calling off work.



EFFECTIVE PRACTICES DRAGON STAFFING PRINCIPLES Over the last few years, LGC has looked at all of our efforts and narrowed down overall success to a few simple practices. These practices have become known as the “Dragon Staffing Principles”. The adherence to these practices as being ‘law’ will make your experience with LGC productive and allow your office to excel. Here they are:

EFFECTIVE PRACTICES Morning meetings, formally known as “Tailgate Meetings”, are brief meetings typically headed by the Branch Manger or Senior Staffing Manager. The purpose of these meetings are to get the team on the same page for the work day and lay out the game plan. PM meetings, or End of Day Meetings, are meetings that wrap up the work day. The purpose of these meetings are to serve as a way to fill the team in on events of the day. No matter what issues arise throughout the day, the PM meetings must end on a positive note and must serve as a motivational tool.