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Timekeeping Practice
Intro to Human Resource Development
2/15/2011
Lakisha M fripp |

Every organization has several elements to Human Resource Development. Each element serves a purpose in the process to make things easier. There should be a goal set within each element to ensure the organization runs in a smooth manner at all times. Human Resource management is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, and training just to name a few. Here is a little about the timekeeping process for the KBR for all the contractors overseas in support of operation Iraqi freedom and Afghanistan. The purpose of this is to provide a standard timesheet format and instructions for personnel assigned to the LOGCAP III project. This practice is tailored to the unique mission requirements of LOGCAP III and is prepared in accordance with the KBR Corporate Policy. Pre-printed time sheets will be distributed to Supervisors by the payroll Department on Saturday or Sunday depending on location. Each employee will check with their local payroll department if a new timesheet is not received by the end of shift on Sunday or contact their supervisor. FIRST arriving on site, an employee may be provided a blank timesheet by the timekeeper and will be walked through the information to be manually entered on the timesheet. If you are a Supervisor and have not received the timesheets for people you will ensure there is one in order to provide them to your employees NO LATER THAN the end of the First Shift on Sunday, notify the Timekeeper, the Payroll Department and the Accounting & Finance Manager for your location. If you are a supervisor and receive timesheets for employees that are on R&R or who have demobilized, you are responsible for marking on the timesheet that employee is on R&R (interim leave), Leave Without Pay or demobilized and returning the timesheet to the payroll department so that blank timesheets are not lying around your area. Timesheets marked “R&R” or “LWOP” or “demob” etc. are used as placeholders only so that the timekeeper is not trying to locate a “missing” timesheet. Project Controls will provide the job code information: Employee ID/Badge number, Personnel Area, Employee Name, Job Description, Job Code, Payroll Job number, and Week ending. The following Project Control codes will also be entered on the timesheet based on the employee assignments and anticipated work: Attendance Code, Control Code, Financial Number, and General Ledger Code. When the employee FIRST arrives on the project, it is likely that an employee will be provided a blank timesheet from the site timekeeper. The timekeeper and project controls will assist the employee in completing to ensure the timesheet is completed properly. For work performed for tasks where the Project Control codes are not pre-printed, the employee is responsible for entering those tasks manually. Because the pre-printed codes are based on the previous week’s assignments, it is possible that the employee may be assigned to support a different task during the week. The employee is responsible for entering “Daily Hours” by calendar date. Time must be recorded between 0000-2400 per calendar day. Hours worked must be recorded on the calendar date they were worked, regardless of shift assignment. At the End of EVERY calendar day the employee works (this does NOT mean if a shift crosses a calendar day the employee must stop what the employee is doing to enter time, the employee may enter the time at the end of the employee’s shift for the calendar day that ended at midnight – any time after midnight and prior to departing at the end of the shift the employee may enter time for the previous calendar day) If an employee receives time off without pay due to disciplinary action, employee may record “0” hours for the days off prior to leaving the worksite and placing a note in the comments section to reflect time off without pay. Where an employee is directed to attend training or is expected to be involved in work activities after the regular shift (e.g. specific training at a different site, temporary support to a different mission), the employee MAY receive verbal direction or permission from the employee’s supervisor or higher to wait to complete the timesheet through midnight of that calendar day until the employee arrives to start the employee’s shift the following day. This is an exception NOT the rule and the employee must complete the timesheet through midnight of the previous calendar day immediately upon arrival at the work site to begin work. As an example, a special refresher timekeeping course is scheduled after the day shift that works from 0630 – 1900 ends. Employees are directed to attend the training that will start at 1930. The employees may be authorized to complete their timesheets for that calendar day upon arrival at the work site at 0630 the following morning rather than enter a separate line to reflect the time spent at the training session. Project Control Codes are maintained by the Project Controls Department for all tasks under the program. The employee is responsible for entering the location code for the physical location where the employee woke up. If the employee supported the same project control codes in two different locations, two different lines of codes must be shown on the timesheet to reflect the two different locations that the employee woke up. For Example: Employee woke up in Iraq on Monday and worked, flew to Kuwait on Monday afternoon and woke up the following day in Kuwait and worked supporting the same project control code. Labor hours are charged to the task order (Project Control Codes) receiving the benefit of the labor, regardless of location. Employee must charge his/her time according to whichever task order (Project Control Codes) is being supported and receiving the benefit of their labor. There are no exceptions to this rule. Floor checks are performed by Government auditors and KBR to monitor KBR time charging procedures. These floor checks are generally performed at random times and intervals. If selected for a floor check by a U.S. Government representative, make sure that a representative of KBR Government Compliance is present. Employees must be sure to record their time properly and daily on the timesheet at the end of the work-shift. Each employee is responsible for reading, understanding and compliance with the specific guidance identified. If an employee has questions, it is the employee’s responsibility to ask his/her supervisor OR to ask the timekeeper directly for guidance. All hours over 12 each day must be explained in the comments section for each day. In all locations OTHER THAN Iraq and Afghanistan, you must have ADVANCE supervisory approval to work in excess of 12 hours on any day (except for certain bona fide emergency situations such as a power outage or a water main break). Advance written Supervisory approval for work in excess of 12 hours per day is required. There are exceptions in Afghanistan and Iraq due to the communications constraints at many of the work locations in these two Countries. Advance written Project Management approval is required for work in excess of 84 hours per week except for these two Countries; in any event, ADVANCE Project Management approval is mandatory for work in excess of 84 hours (the advance approval MAY be verbal in Afghanistan or Iraq). Email or establishment of a written Target work Week Schedule approved by the Project Manager as explained below will suffice for written approval where such written approval is required – remember, advance written approval is NOT required in Afghanistan or Iraq as explained above. For Theater Transportation Mission drivers, a Mission Control Log that identifies the time on the Mission will constitute advance written approval for the employees on each log as this document provides employee name as well as mission information. The way the timekeeping process is described here is tremendously done. I don’t know if it’s because the government sort of revamped it; or because they put an extra effort of security within the guidelines. Other companies operate in a much similar manner. “At the end of each pay period, you are required to approve your time worked and any leave hours recorded for the pay period by entering your approval to the Kronos electronic record. By approving your electronic timecard, you are attesting to the best of your knowledge that your information submitted is complete and accurate. You are responsible for any inaccuracy or omission of which you are aware at the time the electronic timecard was approved and submitted. You may be subject to disciplinary action up to and including termination for submitting any inaccurate information on your report.”
I hardly disagree with the implementation of time keeping. After summarizing different aspects, every company has a unique system. Most systems work for the best and some have flaws. That’s what analyzing is all about. Sitting down and thinking of a strategy to make things come together. The process of timekeeping is a VERY important element of Human resources. No one wants to work for free. Keeping an accurate time sheet allows for people to make the money for the amount of time they put it in at work. The way that KBR implements its time keeping is magnificent. They are aware of all aspects. The company strives for excellence. They make sure that each employee is satisfied and gets the correct attention in the pay roll area. KBR is more in depth and more strategically challenged than most in my opinion. They have more people involved to make sure there is perfection.
Most companies are very particular with the time keeping process. Overtime, vacation pay, holiday pay, and sick leave are some of the crucial areas of pay. People sometimes try to abuse the system. Employers are well aware of this and are taking the necessary precautions to overcome obstacles. Every department has its flaws. In order to be successful; you have to overcome fear and jump through obstacles.
There is not much that I can say about improving the time keeping process. Like I stated previously, each company has its own ways of accomplishing goals. As long as there is a firm understanding of the rules and regulations in each company; things should work out for the best. In assumption that employees will abide by all rules and be honest with each other there should be success. If you work hard and want to get paid for doing such, do the right thing. I find that some people are rude and evil. Some people are greedy. People will cheat and people will steal. Success always brings happiness.
There is nothing in the world like being happy and working in a happy environment. A paycheck is an asset to everyone. Everybody that has a job knows how valuable it is. The amount of money paid is issued according to the timesheet. I cannot stress enough how vital time keeping is to the human resource department.

References:
Bragg, Steven M. Payroll’s Best Practices

California Payroll Report; (Dec 7, 2005) Time Keeping Procedures for maximum accuracy

Time and Attendance Instructions; Electronic Time Card Reporting Method
{Online serial} (WWW) http://hr.caltech.edy/staffbook/section 9