LGC Training Manual

STAFFING In your office you should have a board with an order written in the fashion depicted on the picture to the right. Let’s examine the formatting: • The titled of the order is written with the umbrella corporation first (Sodexo), followed by the site name (Children’s Museum, and lastly the name of the site manager that placed the order (Marco). The titled should be underlined. • Next, the position requested is labeled on the left hand and the start time is labeled on the right. • Notice the blue line below the number 12, this indicates that the client needs 12 workers for this order. Of course, we want to have extra support and that is indicated by the numbers below the blue line. • The red lines indicate slots that still need to be staffed. • Notice the purple dot next to the client name. This means that this client has a specified background requirement. More on this in the next page.

STAFFING THE PURPLE DOT SYSTEM The Purple Dot System is designed to serve as a way to communicate, through the board, which clients have special requirements in order for a candidate to work at their site. The purple dot is not meant to specify what the special requirements are; it is intended to alert the Staffing Manager that there is a compliancy factor that needs to be met. It doesn’t automatically mean that the candidate has to have a clean criminal background history. The purple dot simply means that there is a specific requirement for a candidate to work at the site. Requirements could be a felony free criminal background, vaccinations, drug testing, etc. This is the purple do that needs to be next to the client name on your board whenever there is a background requirement that needs to be met. This is the purple dot that needs to be next to a candidate that has met the background requirements. If this dot is not present next to the candidates name, it should serve as an alert to immediately confirm that they complaint to work at the site.

STAFFING HOW TO STAFF Client Request List At LGC, there are specific Been there before + (meaning they are an A- guidelines we use for rated candidate) staffing event orders. The basic hierarchy of A Candidate candidates to any particular order goes as follows: Been there before – (a B or B- rated candidate) B Candidate Screened on-call list (verify their rating and coats INTV box prior to staffing) C Candidate

STAFFING LGC EXTRACTED TEMPBOOK Purpose: The extracted tempbook is designed to be the primary staffing tool used to sort your candidate database. Common search parameters are: Hire date, client request lists, position, rank/grade, town/zip of residence, etc. Other detailed search parameters can be included upon request. Once a list has been sorted, it is easily uploaded into Call-Em-All™(more on this ahead) for efficient calling of the candidates. An updated version of tempbook is sent to each branch on a weekly basis.

STAFFING MAINTAINING COATS Maintenance: • Accurate entries into COATS and use of the “Date Available” field are paramount to a successful extracted tempbook. • Request list adjustments should be maintained monthly and this includes the removal of anyone from that list. • The “Date Available” field is used to guarantee that we offer positions to our new recruits during their initial 6 months with LGC. After that, the “Date Available” field is used to keep the database current. This is done by switching an active candidate’s “Date Available” to the first day of the current year once we are half way through that year. So, if someone was hired on 10/20/2011, that would be the proper entry in the “Date Available” field until July 1st of 2012. After the halfway point (July 1st), the “Date Available” field should read 1/1/2012 for all currently working candidates. This makes it easy to sort only NEW and ACTIVE candidates. • The extracted tempbook is extracted and formatted, not created.

TEMPBOOK This is how to filter through Tempbook to find the desired candidates. STAFFING

STAFFING The above would be used if you are looking for an A banquet server that is also qualified as a cook. “ACK” could have been used if you were looking for an A banquet server that is also an A Cook. It is most common to only use one identifier at a time, so feel free to use the bottom box blank. If there is a need to sort more than 2 text filters for any given column, it is recommended that you copy and paste the spreadsheet filtered by 2 parameters and sort the already filtered list.

STAFFING TEMPBOOK & STAFFING To staff, we will use Tempbook as a guide for client requests, A-list, B-List, and C-List. Use it as a guide. Always look up the candidate in COATS before calling them. Reference the interview box for any information and feedback that may be a more recent reflection of the candidate’s performance. If you have attempted numerous phone numbers and do not make contact with the candidate with one of them, ask them if you can remove the older numbers from our database.

STAFFING OVERSTAFFING Due to the numerous options of time utilization that don’t include going to work, it is NECESSARY for us to overstaff our events. Minimum acceptable overstaffing is plus 1 person for orders up to 4 and 20% above that (rounded up to the next whole person). This is a bare minimum. These guidelines apply to candidates who have been working with us form more than a year and have never missed a day. For a more typical situation, overstaffing by 35-50% will be more practical.

CONFIRMATION CALLS STAFFING Confirmation calls are important to insure appropriate staffing numbers at an event. Everyone scheduled outside of 24 hours prior to an event should receive a confirmation call. It is important that the staffer making these calls knows every detail of the event. This is a good time to ‘paint the picture’ for the candidate.

STAFFING CONFIRMATION CALLS- PAINTING THE PICTURE Example: You are confirming for a 5:00 am event and there is a pending blizzard. The call may sound like this: LGC: “Good afternoon. I am just calling to confirm you for your shift at the Brickyard tomorrow morning at 5:00 am” Cand : “Yep, Thanks” LGC: “Do you have questions about the details of the assignment?” Cand: “No, B&W uniform and check in with Dave, like always.” LGC: “Great, I just wanted to make sure that you have your ride situated, since the buses will not be running, yet” Cand: “yep, got a ride” LGC: “They are calling for a blizzard, so make sure to give yourself enough time to dig out the car at 4:00 am” Cand: “Oh boy, that’s going to be early” LGC: “Yes it is. I appreciate you jumping on the early shift. Can I count on you to tough the conditions and to be there? Cand: “Yes, sir.” LGC: “Thank you, I appreciate it. We will see you there in the morning!”

STAFFING COMPLETING JOB ORDERS AND TIMESHEETS The goal of staffing is to insure we will have a proper staff in numbers and quality for our client. Once this has been done, the job order should be filled in with the names of the candidates who are scheduled to attend. This is how the job order becomes a timesheet. Make sure to send the timesheet to the proper client contact. The preferred method of sending this is via email. Sending this timesheet with plenty of time remaining before the event allows the client the opportunity to plan accordingly and make any necessary changes. It also acts as a confirmation of what the portrayed needs were at the time it was sent. For example, if they ordered 25 people two weeks ago, and forgot to inform you of a change in numbers, this will trigger them to do so immediately. If we wait until the event is about to start, it is too late. A printed version of this timesheet should be taken to every start.

STAFFING 40 HOUR TIMESHEET This timesheet is used when an associate is requested for multiple days of the week. You are responsible for filling out: client name, W/E Date, Position, Employee Name, Uniform/Requests, and Placed by. Associate is responsible for signing in & out on each day they are there, and they are responsible for signing daily verifying that the hours are correct. Client is responsible for signing off on the Client Signature line, verifying that the hours listed are correct.

STAFFING DAILY TIMESHEET This is the timesheet that is typically used for event orders or 1 day requests. You are responsible for filling out: Client name, Date, # of Positions/Time, Uniform/Requests, Placed By(client name), and Employee Names. Associates are responsible for filling out their time in and out, as well as documenting their break. They are also responsible for signing their name verifying that the hours are accurate. Client is responsible for signing on the Client Signature line, verifying that the hours are correct.

STAFFING THE LONG DAILY TIMESHEET This timesheet is used for large event orders. It has the same layout and same purpose as the previously mentioned Daily Timesheet, but it is designed to incorporate multiple positions in a single timesheet. You are responsible for filling out: Client name, Date, # of Positions/Time, Uniform/Requests, Placed By(client name), and Employee Names. Additionally, you are responsible for separating each position with proper start time. Associates are responsible for filling out their time in and out, as well as documenting their break. They are also responsible for signing their name verifying that the hours are accurate. Client is responsible for signing on the Client Signature line, verifying that the hours are correct.

STAFFING ARAMARK EVENT TIMESHEET This timesheet is only to be used for Aramark clients. It is to be used for daily events. You are responsible for filling out: Supplier Name, Event Type/Date of Event, Aramark Manager, Profit Center/Location, Worker Last Name, Worker First Name. Associate is responsible for shift in and shift out, Break In and Out, Lunch In and Out. Client is responsible for signing off on the Aramark Manager Signature, verifying that the hours are correct.

“The quality of your network determines the quality of your business.”

MARKETING & NETWORKING NETWORKING The foundation of your job is getting to know your marketplace and its business potential and then establishing a marketing campaign to develop that potential to the fullest extent. Even when you are not at work, you might run into people who could benefit from using our services. For this reason, you should carry business cards with you at all times, especially when you eat at a restaurant. You’re a recruiter for LGC, wear that badge with honor. The hospitality industry is a tightknit community. Even in major cities, most restaurant managers know each other, most executive chefs know each other, most Hotel managers know each other, and most event coordinators know each other. That is why it is so important for you to be known as a recruiter in their world. Whenever you’re conducting a MPA call, ask your clients if they know anyone in their network that might be interested in the top talent that you are representing. You want to keep ingraining yourself in their networks. You want to stay on top of who is managing what location, who has been replaced, and who is being promoted. It’s important to stay up-to-date in their world. As a recruiter you want to be involved in any events that will put to clientele in one room. Look for events such as hotel Association meetings and hospitality expos. These are great opportunities for you to mingle and rub elbows with the prospect clients. Always cease any opportunity that you may have to distribute some business cards!

MARKETING & NETWORKING SOCIAL MEDIA In today’s day and age it is vital for any corporate entity to maintain a social media presence in order to effectively capitalize on its marketing potential. We live in a digital world where 93% of marketers are using social media for business. We are not going to be in the lone 7% that is left in the dark ages. In the hospitality industry perceptions is everything. Think about it, when ever you are looking for a hotel online the first thing you do is check the reviews before deciding whether to book it or not. Through effective social media efforts we are able to build a positive image for our company. With the right social media branding we are able to communicate to potential employees that this is a company that they want to work for. Likewise, we are able to communicate to prospect clients that this is a company that they want to work with. As a company, LTC is fortunate enough to work many high profile events. Just some of the events that we can work nationally are: super Bowls, political conventions, professional sporting events, and multinational expos. Many people would love to work these types of events.

MARKETING & NETWORKING PICTURES! It is a requirement of your job to take pictures of any large events that you are working and to send those pictures to the corporate office for social media use. It is also a requirement for you to partake in any social media campaign that the corporate office has initiated. Together we can build a social media presence for LGC that we all can be proud of.

MARKETING & NETWORKING VOLUNTEERING AND COMMUNITY OUTREACH Because LGC is a business built around people, we take pride in building ties to the communities that we work in. As recruiters the most valuable thing that we can offer someone is a job. This is why it is important to build ties to community outreach programs like workforce development centers at Salvation Army’s and goodwill’s, military vet associations, shelters, and any other unemployment resource facility. We want people in our communities to know that when they experience an unexpected loss of work, LGC will be there. With that being said, we will always uphold our standards for hiring and our screening process is the same for everyone. In order to ensure that we are building the proper ties in our communities, LGC allows you to take up to two days a year to volunteer with an organization of your choosing.



SERVTRAIN Over the course of 15 years in the industry, LGC has developed a proprietary Front of House training program for its Banquet Servers entitled ServeTrain. The program follows a manual by LGC, and covers topics including providing effective service, setting tables, and proper tray carrying technique. This program was developed in conjunction with many of our highly regarded clients all around the country. LGC sought the opinions of many respected professionals in the filed and developed a comprehensive guide from their input. This is a service that we provide to our Associates free of charge. Candidates that successfully complete the ServTrain program obtain a new set of skills, skills that will benefit them beyond their LGC employment.

WHO TAKES SERVTRAIN? Unfortunately for the Hospitality industry, there is not an infinite amount of experienced SERVTRAIN Banquet Servers in the labor pool. This is why here, at LGC, we are so fortunate to have the ServeTrain program. We can take a candidate with raw potential and transform them into a capable Banquet Server. Think of it as your very own assembly line of Banquet Servers. We equip motivated individuals with the knowledge to make it in the fast-pace world of Banquets. So who is an ideal candidate for the program? Generally, individuals that have limited experience in hospitality but have experience in other fields that require a heavy customer service focus. Additionally, look for individuals looking for their first job and trying to get their foot in the industry, with ambition and drive.

SERVTRAIN THE CLASS A typical ServTrain Orientation runs between an hour and a half to two hours. This is the limited amount of orientation time we have to ‘brand’ our candidates into being representatives of LGC standards and quality of service. Anytime a pattern of behavior is noticed among candidates that needs altering, class is the time to address it. For example, if a portion of your staff tends to untuck their shirt and remove their bow-tie before leaving the clients’ property, you will want to mention this particular behavior to a new class as being unacceptable. When they leave the session, they should be excited about joining the LGC team and confident they have the skills necessary to be successful in their new endeavor. You should be comfortable that they will properly represent you and the LGC reputation.

SERVTRAIN THE CLASS (CONT.) Some tools that are common to all offices to assist with the ServTrain presentation are the ServTrain manual, large oval server tray, tray jack, cloth napkins, silverware, plates and cups, empty wine bottle, and the PowerPoint presentation. The ServTrain manual and PowerPoint should be used as references as they cover the majority of the basics. If you use the manual during class, make sure to collect them from the candidates afterwards. A printout of the PowerPoint presentation (six slides / page) can take the place of the manual. Class should extend beyond these materials. Orientation should also include: •Real experiences •Expectations of your clients and office staff •Highlighting of popular accounts •Scheduling scenarios •Uniform variances among clients •Upcoming events

SERVTRAIN THE CLASS (CONT.) The practical portion of the training class should not be rushed. This may be the first time that tray carrying is attempted, but it is also the last time before that candidate goes to work for us. This is the time to make sure both you and the candidate are comfortable. Promote interaction among the candidates while in class. Have them practice serving each other and working as a team. Examples of professional and non-professional behavior cannot be stressed enough. Everything from hands in pockets to appropriate queries of cigarette and restroom breaks. Remember comments you’ve had to make to candidates while at an event and use these as training tools in class. Prepare the candidates to interact with their guests. Suggest proper greetings and introduce the 15/5 guideline which states that you should acknowledge guests when they are within 15 feet and greet them when within 5 feet. It is imperative to understand that the initial training is the best time to provide guidance and motivation to our candidates. We want to be represented in a certain way and this opportunity with our candidates is important.



DOCUWARE WHAT IS DOCUWARE DocuWare is a cloud based digital document management software that LGC utilizes to store employee’s application, IDs, and new hire packets. In simpler form, DocuWare is the software that we use to have new applicants fill out their initial application, New Hire packet (once the decision to hire has been made), and it is where we store the applicants IDs. Additionally, we are able to store relevant documents to the applicants file, such as certificates, degrees, resumes, vaccination records, fingerprinting results, etc.

DOCUWARE COMPLETE DOCUWARE MANUAL Please click on the link below. The link will direct you to the comprehensive DocuWare manual. Vital topics that are covered in the manual include: • Scanning and Printing to DocuWare • Storing Documents • Stamping Documents • Approving Documents https://www.dropbox.com/s/llddiw4d00pe9ys/Docuware%20with%20Table.docx?dl=0

DOCUWARE On the back-end, DocuWare is fairly technical. Luckily, the front end (your part) is pretty straight forward and user friendly! First, lets look at the overall steps of DocuWare. We will look at the involvement of Docuware from the begin of to the end of the interview process. This will require you to revisit the information covered during the Selecting section. • After greeting the applicant, you will collect their two form of IDs and scan it into DocuWare • You will have the applicant fill out the initial application on DocuWare through the onboarding computer. • While applicant is completing application, you will run the preliminary background checks and you will print them to Docuware • After interviewing the applicant, if they are hired, you will have them complete the New Hire Packet on DocuWare through the onboarding computer. • After the applicant has completed the New Hire Packet, and while they are still in your office, you will run the E-Verify for the applicant using the I-9 in DocuWare. The results of the E-Verify will be stored in Docuware. The applicant must be in the office for this step. • The final step in this process is printing the COATS form from DocuWare and using that form to enter the applicants information into COATS. Make sure to shred this form immediately after you have collected the information needed.

DOCUWARE Here is a visual representation of the steps covered in the last page.

DOCUWARE DOCUWARE ISSUES As is the case with any cloud base software, sometimes things go awry. Thankfully, you have the full support of the corporate team whenever any issues present themselves. Most of the technical issues are common and simple to fix. You can click on the link below for a list of troubleshooting subjects. https://www.dropbox.com/s/fhatsktrjmldt0o/Troubleshoot.docx?dl=0 For any other issues that come up, please contact the corporate office for help!

DOCUWARE DOCUWARE PROCESS In order to ensure that all required documents are collected and that all branches are following the DocuWare process correctly. On weekly basis your branch will receive an audit spreadsheet from the corporate team. Your timely response to this audit is of the upmost importance. You are required to communicate back to the corporate office if you have any pending actions on the list. If, for whatever reason, you have missing documents for an applicant, you are required to resolve the issue immediately. You are responsible for contacting your candidate and obtaining the documents as soon as possible, if the candidate is missing documents. Candidates that are on the docuware audit are not allowed to work until the issue has been resolved.

DOCUWARE DOCUWARE AUDIT You’re branch will receive a weekly DocuWare audit list that looks like this. Hopefully, there is nothing on the list, meaning that everything was done correctly. In the case that there are names on the list, it is your branch’s responsibility to correct highlighted. After correcting the issue(s), you will make an “X” in the corrected items and give an update in the “Office Update” column if there are still outstanding items. Do not remove a name from the audit, only corporate can remove any name.



NATIOCNOALMPCLOIANTNRCAECTS & NATIONAL CONTRACTS Over the course of 15 years, LGC has been tested and proven on the national level. National conglomerates that LGC is proud to serve include: • Aramark • Marriott International • Sodexo • Drury Hotels • Compass • Unidine • Guidant • Concord Hotels A lot of hard work has gone into building strong relationships with these clients. It is up to each branch to continue building on those relationships . Remember, we must comply by the rules laid out in the contracts, no exception. All it takes is one bad mistake to put a national contract at risk. Please read through each contract requirement by clicking on the link below. Become famialar with each contract and abide by the rules at all cost. https://www.dropbox.com/s/rju7mhyq82iycc4/National%20Contracts%20Cheat%20Sheet%20Feb% 202018%20%28002%29.docx?dl=0

NATIOCNOALMPCLOIANTNRCAECTS & EXAMPLES OF OUR NATIONAL CONTRACTS • Preferred Vendor status • Preferred Vendor Status • Preferred Vendor status • Rates are 58%+ mark-up • No mark-up rates • No 4-hour minimum or • 320 hour conversion • 390 hour conversion • Standard LGC cancelation policy • No 4-hour minimum for Sodexo cancellation policy • No holiday or OT pay unless applies pre-approved by the client. Divisions of Compass: Levy, Chartwells, Eurest, • 160 hour conversion Flik, Touchpoint, Wolfgang Puck, Bon Appetit, • 55% mark-up rate Thompson, Crothall, Morrison, Canteen, Restaurant Associates, Lackman Culinary Services, Gourmet Dining, SSC Service Solutions, Culinart, and Unidine (recently purchased by Compass).

NATIOCNCOAoLMmPCpLlIiOaANnTNcRCeAECTS & VMS A vendor management system (VMS) is a Web-based application that allows an organization to secure and manage staffing services on a temporary, permanent or contract basis. It helps centralize the complex issues that surround the staffing for large corporations. A VMS generally involves the following: Job requisition or Automatic billing Management Service catalog, staff ordering reporting including standardized positions and skills Through a VMS, clients are able to request staff, approve timecards, pay invoices, and use a time keeping system.

NNAATTIIOOCCNNOAOALLMMPPCCLLOOIIANANTTNNRRCCAAEECCTTSS && VMS (CONT.) VMS’s come into play when dealing with some of our national contracts. Because these are multi- million and multi-billion dollar companies , it is much easier for them to use VMS’s for some functions. For most of the national clients , corporate will handle the VMS portion. Let’s look at which national clients you will be interacting with VMS’s for: • Aramark: Uses IQN Navigator • Marriott International: Uses Field Glass. Additionally, in some rare cases, some properties choose to use Work Records for time keeping purposes. For Aramark , please click on the link below to read through a tutorial on using IQN: https://www.dropbox.com/s/v4g56wm1etcw0wy/IQN%20Attaching%20and%20KRONOS.DOCX?dl=0 For Marriot International, please click on the link below to read through a tutorial on using Field Glass and Work Records: https://www.dropbox.com/s/j0kjdn46hagd3u9/M.I.%20Fieldglass%20How%20To%20Guide.pdf?dl=0 https://www.dropbox.com/s/as5qi79se3yn0r7/Work%20Records%20%231%20- %20Creating%20Temp%20-%20Adding%20Workers%20-%20Searching.docx?dl=0

NNAATTIIOOCCNNOOAALLMMPPCCLLOOIIAANNTTNNRRCCAAEECCTTSS && COMPLIANCE Typically, the things that prevent a candidate from working with us are not determine by us, but rather by our clients. At the end of the day, we must comply with our client’s requirements. LGC’s national contract’s have compliance requirements that are set in stone, company wide. No matter what branch you sit in, the requirements that a candidate must meet will be the same. All other clients will have specific requirements listed in COATS. Make sure that you familiarize yourself with the each client’s requirements before staffing. In the Staffing section we covered the Purple Dot System, it is of the upmost importance that you implement this system on your boards in order for it to serve as a visual aide. Most compliance requirements change from client to client. It is important that you check each requirement before staffing.

NNAATTIIOOCCNNOOAALLMMPPCCLLOOIIAANNTTNNRRCCAAEECCTTSS && HOW TO REJECT AN INTERVIEWEE Always refer a candidate that we can’t work with to another company, such as People Ready. Have the phone number accessible to give them. This referral is extremely important as it drastically reduces the amount of risk that LGC takes on, related to discrimination claims and keeps the individual calm and happy. Example of how to refer an employee: “Because we respect your time, I will honestly tell you that placing you will be difficult at this time, I can however, refer you to an agency that can get you working right away.”

NNAATTIIOOCCNNOOAALLMMPPCCLLOOIIAANNTTNNRRCCAAEECCTTSS && HOW TO REJECT AN INTERVIEWEE G-2 Form/Phone Interview Only ask if they are willing to submit to a background check & drug test. Do NOT ask them if they have anything on their background or what is on it. - After completing the G-2 and you don’t want to bring someone in for any reason (including their criminal background if they disclose it to you), use this line: “I’m going to forward your information along to our hiring manager. If your skills match the positions that we are currently hiring for, then the hiring manager will call you back and bring you in for a face-to-face interview at that time. If you don’t hear back from us, you may reapply in 6 months.”

NATIOCNOALMPCLOIANTNRCAECTS & HOW TO REJECT AN INTERVIEWEE Face to Face Interview Always check the addendum. If they have a felony for a violent crime, LGC cannot schedule that person, as they don’t meet our clients’ requirements. Tell them LGC adheres to the same background requirements as our clients and we currently do not have any positions that we can send you on. I will keep your application on file and if anything changes, I will give you a call. If they ask, \"Does that mean that I'm not hired?“ Tell them that you can hire them, but we don't have any assignments currently available. We will call them if something changes. If they push to be hired - give them the rest of the paperwork to be hired! If a potential candidate has the experience to do the job, but discloses a criminal background to you that falls in the “gray area”, go ahead and hire that person. Just remind the individual that we do not guarantee employment (as stated on the addendum), and LGC must adhere to the same background requirements as our clients. The candidate may be limited to some of the places that they can work. - If we hire someone who lied on their addendum and our free background check does not pull it up, LGC can terminate that employee once we are aware of their convictions because they lied on their addendum. Make it because he/she lied – not because of what is actually on the background



PAYROLL PAYROLL A critical part of running a branch is making sure that timesheets are sent to the corporate payroll team for processing. Payroll is processed on weekly basis. The payroll team at corporate processes timesheets from Monday to Wednesday. Payroll is official closed for the week on Thursday morning. It is the responsibility of each branch to submit timesheets to the payroll team on timely manner. Failure to meet deadline will result in employee’s paychecks being delayed. LGC’s standard pay period runs from Monday to Sunday. Hours worked by employees are paid out on the following Friday. Sometimes, employees are confused by the pay period. The easiest way to explain the pay period to someone is by saying “this week you will be paid for the hours that you worked last week, anything that you might have worked from Monday to Friday. The hours from this current week will be paid next Friday”. Keep in mind, Friday’s can be really stressful if your branch fails to submit timesheets on time or if details are overlooked. People expect to be paid on time and are understandably unhappy when they are not.

PAYROLL PAYROLL PROCESS Collect timesheets from the previous week’s orders. Label each timesheet with proper bill rate, pay rate, and PO number (if requested). Send timesheets to the corporate payroll team in batches. Don’t wait until Wednesday to send one large stack of timesheets for processing. Send batches throughout the week or throughout the day, if possible. Once the corporate payroll team has processed the timesheets, they will send a payroll report to the branch. It is the responsibility of the branch’s payroll person to verify that the hours on the report match the timesheets that were sent. Close out payroll. Once the hours on the report are confirmed and you have received all timesheets from your clients, you will communicate to the corporate team that you are ready to close.

PAYROLL COLLECTING PAYROLL • Clients are required to email timesheets to the branch for processing. Timesheets are due by Monday from branch clients. • Clients are encouraged to send event order timesheets immediately after their events. • Clients are encouraged to send timesheets for on-going assignments at the end of their work week. • For missing timesheets, the designated payroll person in the branch is responsible for reaching out to client client and obtaining timesheet. This step sometimes takes persistence because our clients are not always easily accessible. This is why it is extremely important to train your clients on submitting timesheets on a timely manner. • As you are collecting timesheets, erase the corresponding order from the previous week’s board. Follow the simple rule of thumb, don’t submit a timesheet received that does not appear on the board without doing research and verifying that it is a valid timesheet.

PAYROLL LABELING TIMESHEETS Make sure that the client name on the timesheet matches the name that you have in COATS for that client 1. Write the billing and pay rates. The correct format is bill over pay or Bill/Pay 2. If client requests a unique PO format, make sure that it is labeled correctly on timesheet. 3. Make sure that client has signed timesheet. A timesheet is invalid without signature. 4. Number each timesheet, makes referencing back to timesheets much easier. Look over timecards while labeling them, make sure all employee names on the timecard are complete (last name is included) and legible. Also if you know there is someone on the timecard that has the same name in coats as other employees in your database include the middle initial or last 4 of social.

PAYROLL SENDING PAYROLL Once timesheets are ready to be sent to the payroll team include a cover page (see to the right). Cover page must include: Label with week ending date, office, and page numbers that correlate with timesheets.