My neighbor asked me, “Why would anyone sell a successful company?”. He could not understand why anyone would leave a business that was doing well. Of course successful companies get sold all the time.

So why do these business owners sell? The short answer is that most closely held businesses sell for human reasons, such as burn out, retirement, illness, partnership disputes, family issues or other personal reasons. Usually the business is fine but the human being running the business needs a change. To understand this better it is key to understand the other options for exiting a business.

Close the Business/Liquidation

Closing a business that is profitable never makes sense. Even if the assets are liquidated the price is likely to be pennies on the dollar versus selling the business as a going concern with employees, customers and a reputation that is intact. Not only does the business owner get the lowest value but the employees, vendors and customers are hurt by this type of exit.

Accident, Illness or Death

No one wants to exit their business this way, but many do. The loss of an owner not only creates tremendous issues for the family but also creates a leadership void in the business. Even the most competent management can struggle when a key business leader is lost to a serious accident, illness or death. No one plans for this type of exit but many end up exiting the business this way because they failed to create an alternate plan.

Succession

Succession by a family member or key employee has its benefits. They know the business, its product or service, employees, customers and vendors. Succession can be operationally successful for the exiting owner if they make sure the successor is carefully selected, qualified and groomed for the position. The owner must be careful not to make an emotional choice of a relative or favorite employee but instead choose the successor with the right skills to lead the company into the future. You are not seeking an “Employee” mentality but an “Owner” mentality. If that rare person can be found in the business who can make the transition to Owner, they often do not have the cash needed to purchase the business. They are also likely to want to pay less for the business as familiarity will blind them to many of the value drivers of the company. So although succession can be operationally successful it is rarely a financial success for the outgoing owner.

Sell

Closing or liquidating the business minimizes the value to the owner. Accident, illness or death forces the issue on the owner. Succession provided a very limited pool of options with limited financial reward.

Selling on the other hand allows the business owner to decide their ideal timing, maximize the value of the business they worked so hard to build, coordinate the use of the sale proceeds for financial planning and align their personal goals with the sale of a business. Selling the business allows the business owner to create a wealth event and often significant on-going passive income without having to run their business.

Whatever they are, human reasons are always pushing and pulling on a business owner. Burn out, stress, divorce, illness, partner disputes and limited growth capital are some of the human reasons that push owners out of the business. Retirement, enjoying life, relocating, a new business opportunity and passive income are some of the reasons that pull a business owner out. Whatever the motivation, the fundamental reason a business owner chooses a sale as their ideal exit plan is control. The business owner chooses to understand the value of their business and to proactively pursue the right buyer and the right price. By selling a business you choose to exit your business by choice, not by force.

The professional team at Sunbelt Midwest can help you confidentially sell or buy a business in Minneapolis, Milwaukee, Chicago, and surrounding areas. For more information check out our site at http://www.sunbeltmidwest.com.

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The professional team at Sunbelt Midwest can help you confidentially sell or buy a business in Minneapolis, Milwaukee, Chicago, and surrounding areas. For more information check out our site at http://www.sunbeltmidwest.com

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In today’s dynamic business environment you’re either Growing or Going…out of business that is! If you’re part of the latter contingent and have made the decision to get out of a business but are unable to transition your business internally or sell it as an intact entity, full or partial liquidation of assets may be an appropriate exit strategy. Asset liquidation can provide quick cash and assist in diversifying equity. However, before you terminate your lease, sell a key piece of equipment, or disconnect your utilities, make sure you have a well-thought-out plan.

Getting out of business successfully requires careful planning from start to finish. If you are looking at asset liquidation as a part of your exit strategy, consider incorporating the following recommendations into your plan to increase your chances for success.

1. Talk to your lawyer and accountant.

2. Establish the liquidation value of your assets; remember liquidation vs. retail value can differ substantially.

3. Identify the best venue and timetable to sell your assets.

4. Arrange the sale at the most appropriate location with an expert.

5. Use a non-recourse bill of sale.

Understanding and incorporating these steps into your exit plan will not only help you recover as much money as possible, they may also help you achieve the freedom needed to pursue new endeavors.

It is important to note that the recommendations discussed above are intended to serve as a general overview to assist with the asset liquidation process. It is not a substitute for case-specific advice that only your lawyer and/or accountant can provide. Also, depending on the situation and necessity of business divesture, the cooperation of creditors may need to be considered. Cover your bases and talk to the experts before liquidating any assets that may be in question.

Initiate the process by preparing a current inventory of your business assets. Include photographs, serial numbers and a brief description of the condition of each item if possible. A thorough inventory will save considerable time and expense as you navigate the sale process and can be invaluable if you are asked to provide documentation for creditors or the Internal Revenue Service.

Next, start preparing your assets for sale. To elicit the best offers, take care that you do not diminish the appeal of your most marketable items by lumping them in with outdated or worn-out equipment, furniture or inventory. In most cases the most lucrative value of these lesser items may be in the form of a tax deduction, so why not donate them to an appropriate charity?

Finally, don’t overlook your intangible assets. For example, is your lease assignable? Are the business licenses, permits, patents or trademarks that you hold in demand? Can they be transferred? Is there a market for your customer list, contract rights or accounts? You may need to check with your attorney or accountant to determine what information and agreements are transferable but once cleared these types of assets can also provide a substantial return.

We Buy Your Business (WBYB) provides cash offers for all assets in order to assist in the liquidation process. Please contact your WBYB representative for more information at www.WeBuyYourBusiness.com

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Onboarding a new employee is often myopically defined as quickening a new employee to effectiveness. While this achieves a particular objective of a strategic onboarding process for many companies, it falls short of a complete definition and leaves managers of human capital with a goal so vague as to nearly render it useless (how fast is quick, and what is effective?) Furthermore, quickening effectiveness for many employers in blue collar industries is such a trivial endeavor that instituting an initiative to quicken new employee effectiveness might not make sense (a furniture mover’s path to effectiveness might be measured in minutes). On the other hand, all employers share the compliance, paperwork, and logistics burdens associated with new employees, regardless of the blue-shading of their industry.

In Employee Onboarding; An HR Technology Seeking a Definition we define two approaches to onboarding. Transactional Onboarding utilizes the automation of the onboarding business process to transition a new employee into their new role; automating the federal W-4, I-9, and state tax forms are examples of business rules and forms best automated through transactional onboarding. Return on investment is realized through making the process more efficient, eliminating costs in handling forms and data, eliminating latency and errors in data, and minimizing risk in the compliance-sensitive area of hiring. Transactional onboarding’s value is objectively measurable and is of value to any employer; particularly so for employers with compounding factors such as high turnover or regulated industries; one can think of transactional onboarding as the science of onboarding.

We defined Acculturation Onboarding, or simply Acculturation, as quickening the new employee to effectiveness. Acculturation is sometimes also known as socialization, and is touted by many vendors as the singular approach to onboarding, despite the fact that acculturation is appropriate to a subset of employers who might be interested in a strategic onboarding initiative. Return on investment for acculturation is realized through earlier and more rapid productivity of the new employee and improved long term employee satisfaction and retention. Acculturation’s value is subjectively measurable and is valuable to employers with high costs associated with recruiting and retaining employees, typically those in more professional roles in the organization; it is this subjectivity that is the Achilles Heel of acculturation onboarding. If transactional onboarding is the science of onboarding, acculturation is the art of onboarding.

While it’s obvious that value from transactional onboarding can be achieved through investing in a system that is flexible enough to meet the organization’s unique process and compliance requirements, it may be less obvious whether the same system, or any single system, can accomplish the value objectives of an acculturation approach. So how could an organization in need of acculturation take a systems approach to automation? Let’s take a simple A to B viewpoint to the acculturation system question:

Point A is the candidate who has just accepted the offer, and point B is the fully productive and contented employee. Transactional onboarding resides as a sliver of a process just as the candidate begins following the path to point B, albeit an intensive process that is laden with risk. The objective of an acculturation system is to shorten the path—the length of time to get—from A to B for all new employees, encompassing the transactional onboarding event at the onset, while maximizing the level of satisfaction of the new employee (contentedness) once they reach point B. It’s easy to see why the return on investment in an acculturation system is a subjective measurement, as the objective is peppered with challenges to measurement. What is meant by fully productive? How do you determine when someone achieves full productivity? How do you account for differing times to productivity due to varying complexity of roles? What is considered a good time to productivity, and how do you help employees who are not meeting expectations? How does the organization know (objectively) it is making improvements to the time to productivity? What is employee contentedness and how do you measure it?

Our recommended approach to implementing an acculturation system that meets the stated objective and answers these questions is based on three tenets: measure, engage, and immerse. All three should be considered when implementing a strategic acculturation process, and if executed properly, the subjectivity Achilles Heel of acculturation onboarding can be minimized.

Measure

Determining the resulting value, and therefore the return on investment, of any technology initiative requires the ability to establish incremental objectives and measure their achievement. Few onboarding systems that take an acculturation or socialization stance provide the means to measure their own effectiveness, yet practically all of them cite Aberdeen Group’s estimates on the potential cost savings of automating onboarding . This is akin to a car salesman assuring a buyer their new car will save fuel costs but not citing what kind of gas mileage the car gets or even whether the mileage can be measured. Hence our first recommendation to implementing an acculturation system is to establish how the system will set objectives and how those objectives are measured.

An acculturation system should allow the organization to establish specific objectives that collectively measure productivity, or should be able to recognize those objectives established in complimentary systems such as learning and competency management systems. The objectives could be events that are either incomplete or completed, or they may be tasks that can be completed in degrees or stages. Objectives might be achievable in any order, but some objectives may be dependent on the prior completion of others. Individual objectives should be scored and weighted with respect to an overall Acculturation Index (AI), which we recommend be calculated on a percentage scale (the weighting and calculation of an acculturation index will be the topic of a future article). Examining the AI for a specific individual would indicate how far along the A to B path the new employee is, and analysis of composites of the AI’s of multiple employees from one period of time against another will provide insight into how the company is influencing—positively or negatively—the effectiveness of acculturation onboarding.

Another interesting analysis of the acculturation index would illustrate the constantly increasing index over time for either a single employee or a composite of employees. For example an AI analysis as such:

indicates that the majority of acculturation objectives are achieved within the first 3 days, while an analysis as shown below:

indicates a more gradual achievement of acculturation objectives. Neither outcome may be more correct than the other, but correlated with less than desirable outcomes, the method of engaging the employee, which will be discussed shortly, should be reconsidered.

There are three types of acculturation objectives: competency objectives, social objectives, and satisfaction objectives. Competency objectives, such as completion of assessments that demonstrate proficiency in skills associated with the employee’s position, are excellent candidates to extract from learning or competency management systems. Social objectives—such as completion of a profile on the company’s social network, connecting to contacts or “friends” in the network, and participating in the company’s collaboration tools and wikis—may pose a greater challenge in collecting due to the diversity of data sources. Satisfaction objectives, or measurements regarding the employee’s contentedness with their new job, are most likely to be collected from directly querying employees, coworkers, and supervisors using a survey or data collection tool.

Acculturation objectives should also be defined according to the organization’s structure. Company wide objectives include those that apply to all employees, such as passing the company’s network security policy exam, creating a company social network profile, and indicating satisfaction regarding the company’s group health benefits. Departmental or business unit objectives provide greater specialization, such as passing the IT department’s help desk usage test, or publishing a technical post on the engineering wiki. Specific skills associated with the position, inherited from the job description, represent the most specific objectives, and if measured through the use of a competency assessment system represent the most objective measurements of productivity in the AI and should be weighted accordingly. Finally, objectives might be established for the specific individual assuming the role, particularly if the individual needs remediation in certain skills. A good implementation of an acculturation system would allow for the assumption of the majority of acculturation objectives for individuals based on the position, job, and organization structure (location, business unit, department, division, etc.), including company wide objectives, and allowing for the dynamic specification of objectives specific to the individual; otherwise, the burden of establishing objectives for each new hire would hinder the consistent application of acculturation objectives.

It should be obvious that an integration strategy is critical to an acculturation system, as the sources of acculturation objectives are myriad. Furthermore, to facilitate the reporting, analysis, and data mining critical for measurement and continual process refinement, the destination data storage should be dimensional in nature versus transactional. Considered together, these observations strongly imply that a true business intelligence approach, specifically the regular construction of an acculturation data mart, should be a component of the acculturation system. Incorporated with the company’s business activity monitoring (BAM) and business rules engine (BRE) strategies would serve not only the purpose of reporting and analysis of acculturation onboarding, but might also provide a data source for certain acculturation objectives that might be detected through the BAM or BRE systems.

Defining the acculturation objectives and establishing how they are to be evaluated defines a clear A-to-B path to productivity for new employees; engaging the employee is how the organization aids the new employee in achieving their acculturation objectives and optimizes the acculturation process.

Engage

While most new employees, excited by their new jobs, may proactively proceed from point A to B, we recommend the organization assume a more active approach to encouraging the new employee’s progress toward productivity rather than a passive approach. The goal of an active approach to acculturation is engagement. Using an actively engaging acculturation onboarding process, the organization can more easily make adjustments to the process, and (assuming a good implementation of measurement of objectives) rapidly evaluate the effectiveness of the changes. Furthermore, those employees who aren’t proactive in their own acculturation may respond better to active engagement (proactive employees will respond well in the acculturation process regardless of whether it is active or passive).

The best implementation of an actively engaging acculturation onboarding system can take inspiration from suggestive selling techniques. The content for engagement—that is, what is being sold—are the acculturation objectives that the system has established for the employee. In other words, the employee should be actively encouraged by the system to achieve their objectives. The typical venues for active engagement include tasks assigned and emails sent, both of which are readily implemented by business process management (BPM) systems.

The engagement process must be intelligent enough to suggest acculturation objectives in a logical order. For example, the objective of connecting with fellow employees on the corporate social network should be encouraged and promoted to the employee by the system only after the employee has completed their own profile on the social network. Likewise, the system should be intelligent enough to alter the priority of promoting objectives during the employee’s path from A to B as conditions affecting the objectives change; for example, if the employee demonstrates significant interest in participating in the company’s social network and less interest in creating a blog, then the system should promote objectives associated with the social network more aggressively than the objective to create a blog.

A system that implements active engagement does not preclude interpersonal engagement, and in fact should promote it. While interpersonal engagement objectives could obviously be promoted to the new employee through promotion of objectives such as connecting to employees with similar interests and backgrounds (similar to the “people you may know” feature of Facebook), suggestions and tasks generated by an active engagement system could be targeted at others in the organization; sending an email to the new employee’s coworkers on their first day of work suggesting that they introduce themselves, or posting a “spotlight” feature of the employee’s newly created profile page on the company intranet are examples. Interacting with a mentoring system to select and assign a mentor is another example, and could also strengthen the interaction of a formal mentor program to acculturation objectives and measurements.

Engaging the new employee through the A-to-B acculturation process through an active approach optimizes the acculturation process, and should result in the employee not only achieving their acculturation objectives, but should also result in the employee being fully immersed in the company’s culture.

Immerse

Active engagement of the employee along the A to B path to productivity should ideally be conducted in an environment that concludes (point B) with the employee fully immersed in the company’s employee communications strategy. In other words, engaging an employee to achieve acculturation objectives is best conducted within the company’s employee communications portal, as it is achieving the universal objective of acculturation which is to introduce and immerse the employee into that strategy. The communications strategy might be a dedicated product specifically designed for fostering employee communications, or has been pointed out, it can be the company’s intranet, which today is increasingly Microsoft SharePoint

Many onboarding systems purporting a socialization technique attempt to accomplish acculturation objectives through the introduction of a dedicated onboarding portal. While this approach might be effective in the delivery of content of interest to a new employee, it is akin to introducing an outward facing point C on the A to B path, and does not serve to immerse the employee in the strategic employee communications platform. Furthermore, delivery of content of interest to a new employee can easily be accomplished in strategic communications and portal platforms, such as SharePoint, so any potential benefit is negated. The final nail in the coffin of a dedicated onboarding portal might come from the objections (of both HR and IT) to maintaining yet another portal in addition to the employee communications platform, the company’s intranet, employee and benefits self service, and potentially others.

Inspiration for the concept of immersion might be drawn from the field of education. A student on their first day at a new school is quickly ushered through the necessary paperwork in the principle’s office (transactional onboarding), then taken directly to their classroom where they are introduced to their teacher and classmates. Over the ensuing days, the student is socialized in situ through engagement of the teacher and fellow students, while at the same time the teacher observes (measures) the students acculturation progress and makes any necessary adjustments to the process to optimize time to productivity (such as suggesting friends or activities for the new student). Failure to immerse a new employee in the A to B path to productivity is as undesirable as putting the new student in a separate classroom surrounded only by material and information describing how great a school they are attending.

Summary & Recommendations

Too many socializing onboarding systems today fall short of their ability to provide a system that measurably and predictably achieves their purported goals and allows organizations to continually improve their acculturation process through cycles of adjustments and evaluating results. While these failures may be due in part to the complex nature of collecting data to calculate an acculturation index, we believe it is also because acculturation systems don’t properly balance the aspects of measuring individual and aggregated progress against acculturation objectives, actively engaging new employees through the acculturation process, and immersing the new employee in the organization’s strategic communications platform. Organizations seeking to reap the benefits of quickening employees to effectiveness while maximizing the new employee’s satisfaction (and longevity as a result) would be well advised to construct an acculturation system that measures, engages, and immerses.

Recommendations:
1. Determine if an acculturation onboarding approach is needed; all companies benefit from transactional onboarding, not all companies benefit from acculturation.
2. Approach acculturation as an A-to-B path to productivity, with the principle business goal being to minimize this path (quicken time to productivity) while maximizing employee satisfaction.
3. Work to eliminate subjectivity in the system’s value through an acculturation approach that includes measuring, engaging, and immersing candidates in the acculturation process.
4. Establish acculturation objectives that can be measured and scored, regardless of their source systems, and that contribute to an overall acculturation index that indicates progress along the A to B path.
5. Use an appropriate mix of competency objectives, social objectives, and satisfaction objectives that make sense for your particular organization’s acculturation goals.
6. Collect and analyze Acculturation Index (AI) data to determine how to make improvements to the acculturation process, creating a closed-loop system to improving the process.
7. Define objectives at all organizational levels of the business to ensure consistency, but retain the flexibility to establish objectives specific to individuals if necessary.
8. Acquire or build a system that is highly flexible in regards to integration.
9. Actively engage employees in the acculturation process using methods similar to suggestive selling.
10. Active engagement should be intelligent enough to adapt to an individual’s unique path to productivity.
11. Active engagement should encourage and promote interpersonal activity, not only with the new employee but also with coworkers.
12. The acculturation platform should immerse the new employees in the organization’s strategic communications platform, not in an outward facing dedicated onboarding portal.

References:
1 – Ros, C and Torrence, J: “Employee Onboarding: an HR Technology Seeking a Definition”, http://www.articlesbase.com/human-resources-articles/employee-onboarding-an-hr-technology-seeking-a-definition-501760.html, 2008
2 – Aberdeen Group: “All Aboard: Effective Onboarding Techniques and Strategies”, January 2008
3 – Hayden, Jeff, “Using Microsoft SharePoint for Acculturation Onboarding”, http://www.articlesbase.com/human-resources-articles/using-microsoft-sharepoint-for-acculturation-onboarding-504088.html, 2008

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Chuck Ros is the President of Emerald Software Group, based in Alpharetta, Georgia. He has more than 20 years experience in the technology industry, and holds an MBA from William Carey College, and a BS in Computer Science and Statistics from the University of Southern Mississippi.

As the link to the article regarding employee attendance and cards shows, sure you can use an employee attendance cards, but why not use electronic employee attendance cards, since they offer maximum flexibility?

When choosing an employee attendance cards program, be aware of what your employee attendance cards program needs to fill. There are employee attendance cards systems available, so choose wisely. Make sure the employee attendance cards programs allow for full flexibility and employee attendance cards systems functionality. Employee attendance cards offer differing features. Some employee attendance cards have room for electronic timesheets, other employee attendance card options to help in HR payroll. Why, there are even employee attendance cards that can keep track of reports. Whichever employee attendance cards you choose, be sure to request a demo of all the employee attendance cards features within the employee attendance cards system.

HourDoc offers employee attendance cards system that is superior. HourDoc’s employee attendance cards systems take into account PTO, electronic timesheets and other valuable employee attendance cards system features. Many clients using the HourDoc employee attendance cards systems comment that these employee attendance cards systems help them save time and money.

Choosing employee attendance cards systems that offer premium employee attendance cards features allows greater productivity. It amazes some how even the simplest employee attendance cards system can save money. To ensure you have found the best employee attendance cards system for the money, run a cost/benefit analysis of that employee attendance cards system.

Then look deeper into the employee attendance cards system. Find out which employee attendance cards system features you like. Discover which employee attendance cards system price-point works. Read all articles about employee attendance cards systems and other publications in the employee attendance cards system industry. Foresee any employee attendance cards system changes on the horizon and finally, make sure you understand the employee attendance cards system you seek.

Basically the article outlines how employee attendance cards systems are key to making any advanced HR system or employee attendance cards system work. Once the employee attendance cards system is chosen, you will see your employee attendance cards system issues being addressed, as the employee attendance cards system begin saving employee time.

Look deeper into the employee attendance cards system. Find out which employee attendance cards system features you like. Which employee attendance cards system price-point works? The employee attendance cards system is necessary. The employee attendance cards system industry is becoming a force, as more companies choose employee attendance cards system to handle their employee attendance cards needs. Basically, employee attendance cards systems remove human error caused when employee attendance cards data is transferred into the employee attendance cards system. Many common mistakes of importing data into employee attendance cards systems include math/addition, forgetting to double check what was put into the employee attendance cards system and various other mistakes that employee attendance cards programs eliminate.

Companies eliminate mistakes in its employee attendance cards system process by simply implementing employee attendance cards system immediately. Employee attendance cards systems can be expensive, but not all employee attendance cards systems are. Any employee attendance cards system will drastically increase payroll accuracy.

Not every employee attendance cards system has many employee attendance cards “bells and whistles,” blocking easy navigation through the employee attendance cards system program. Often, a employee attendance cards system offers employee attendance cards system options understood by the employee attendance cards system end-user.

When looking at employee attendance cards system options, make sure that the employee attendance cards system choice handles your unique employee attendance cards system needs. By taking a employee attendance cards system demo look at the employee attendance cards closely, ensuring you make the best employee attendance cards choice.

Save money, order a employee attendance cards systems. Save time, look into how employee attendance cards can help you. Implement a employee attendance cards system today.

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In an increasingly competitive marketplace, establishing some sort of method to control labor costs is paramount to sustaining a healthy business. Using a employee payroll system to manage the workforce aides in managing overtime as well as controlling over staffing issues.

Systems like Hourdoc.com’s Web Based Time & Attendance employee payroll system will manage employee payroll time effectively and as a bonus, payroll preparation time will be reduced by as much as 80% with their employee payroll system.

Hourdoc.com’s employee payroll system can be used for employee payroll time collection data for single or multiple jobs and integrate the employee payroll data to a payroll software program. Employee payroll hours can be collected via any employee payroll PC or MAC, or an external employee payroll time collections device configured to collect employee payroll hours.

An employee payroll system is not only a quick and easy way to handle employee pnayroll but also manages things like FMLA. Employee payroll systems manage the requesting process. Employee payroll systems allow management of the approval process. Employee payroll systems assist in managing FMLA approvals. Employee payroll systems provide a reporting tool to monitor employee FMLA usage. Employee payroll systems facilitate the integration between employee payroll, FMLA usage and payroll reporting via the Hourdoc employee payroll application.

An employee payroll system is not only a quick and easy way to handle employee payroll, but also manages things like Vacation Day Off Requests via employee payroll. Employee payroll systems manage the requesting process. Employee payroll systems allow management of the approval process. Employee payroll systems assist in managing Vacation Day Off approvals. Employee payroll systems provide a reporting tool to monitor employee Vacation Day Off usage. Employee payroll systems facilitate the integration between employee payroll, Vacation Day Off usage and payroll reporting via the Hourdoc employee payroll application.

An employee payroll system is not only a quick and easy way to handle employee payroll, but also manages things like Sick Day Off Requests via employee payroll. Employee payroll systems manage the requesting process. Employee payroll systems allow management of the approval process. Employee payroll systems assist in managing Sick Day Off approvals. Employee payroll systems provide a reporting tool to monitor employee Sick Day Off usage. Employee payroll systems facilitate the integration between employee payroll, Sick Day Off usage and payroll reporting via the Hourdoc employee payroll application.

An employee payroll system is not only a quick and easy way to handle employee payroll, but also manages things like Paid Time Off Requests via employee payroll. Employee payroll systems manage the requesting process. Employee payroll systems allow management of the approval process. Employee payroll systems assist in managing Paid Time Off approvals. Employee payroll systems provide a reporting tool to monitor employee Paid Time Off usage. Employee payroll systems facilitate the integration between employee payroll, Paid Time Off usage and payroll reporting via the Hourdoc employee payroll application.

An employee payroll system is not only a quick and easy way to handle employee payroll, but also manages things like Floating Holiday Time Off Requests via Employee payroll. Employee payroll systems manage the requesting process. Employee payroll systems allow management of the approval process. Employee payroll systems assist in Floating Holiday Time Off approvals. Employee payroll systems provide a reporting tool to monitor Floating Holiday Time Off usage. Employee payroll systems facilitate the integration between employee payroll, Floating Holiday Time Off usage and payroll reporting via the Hourdoc employee payroll application.

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Stan Harris is the Director of Customer Care for Hourdoc.com and has been with the company since January 2005. Stan strives to help make people’s lives better by providing them with effective business management tools and methods.
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