ClubPay Blog


Club Management; What Changes will Health Care Reform Bring in 2014?

Feb 4, 2014 12:19:00 PM

With a one-year delay of the employer mandate for the provision of the Health Care Reform that fines certain businesses for failing to provide health insurance, you may wonder what, if any impacts Health Care Reform will have on employers over the course of this year.  Here‘s a summary of the key Health Care Reform provisions that could impact your Club in 2014.

90-day Maximum Waiting Period – For health plans renewing on or after January 1, 2014; employers may no longer impose a waiting period that exceeds 90 calendar days (60 calendar days in California). The maximum waiting period provision applies to employers of all size. This means that if your current health insurance waiting period is “the first of the month following 90-days of employment,” you will need to adjust this duration once your plan renews in 2014. Many employers have opted to switch to a “first day of the month, following 60 days” waiting period federally, and most California employers will be changing to “the first of the month following 30 days.” If you do have to make a revision, it is important that your official benefit plan documents as well as any mention of the health insurance eligibility period in your handbook are updated accordingly.

Employer Mandate – The Employer Mandate is the provision of Health Care Reform that requires large employers (those with 50+ full-time equivalent employees) to offer health insurance to all full-time employees working 30+ hours per week or face a penalty. Although the Employer Mandate has been delayed until January 1, 2015, if you are a borderline employer (meaning, your organization has nearly 50 employees), it is time to start counting your employees now. The look-back period for determining which employers are subject to the employer mandate encompasses the 2014 calendar year. Before the delay of the Employer Mandate, the IRS had issued transitional relief allowing the employer to use any consecutive si -month period in 2013 to assess whether the company would be categorized as a large or a small employer and subject to the employer mandate in 2014. It is still unclear as to whether this transitional relief will apply in 2015. Thus, borderline employers must begin averaging their monthly full-time equivalent employees now, as it is possible that they will be required to use a monthly average of the full twelve months of 2014 to determine whether they are large or small employers for employer mandate purposes in 2015.

Individual Mandate – The Individual Mandate is the requirement for all Americans to secure health insurance coverage or face a penalty. It became effective January 1, 2014, and Americans will become subject to receiving fines if they are not covered by health insurance for a period of three or more months. Therefore, any uninsured individuals must secure coverage on or before March 31, 2014 in order to avoid the penalty. In 2014, the Individual Mandate penalty is $95 or 1% percent of taxable income, whichever is greater.

New Health Care Consumer Protections - While Health Care Reform places several new consumer protections on health plans beginning in 2014, below are the two major consumer protections now in effect:

1) Pre-existing Conditions – Beginning in 2014, health insurance plans may no longer refuse to cover an individual or charge an individual a higher premium based on a pre-existing health condition. In addition, once a health insurance consumer secures a health plan, the plan may not refuse to cover treatment for pre-existing conditions (i.e. coverage for pre-existing conditions must begin immediately). There is an exception to this rule for grandfathered individual health plans (not purchased through an employer).

2) Annual Limits – In 2010, the Affordable Care Act disallowed an insurance company from placing a lifetime limit on the essential benefits of the health insurance plan. Beginning in 2014, the same applies to annual limits on essential health benefits. So for plans renewing on or after January 1, 2014, no yearly dollar limits on essential health benefits are permitted.  However, it is important to note that insurance companies can still place a yearly dollar limit and a lifetime dollar maximum on spending for health care services that are not considered essential health benefits. There is an exception to this rule for grandfathered individual health plans and some group health plans that have received a temporary waiver from the annual limit rules.

Expanded Small Business Tax Credit – The maximum amount of the health care tax credit for small businesses in the 2010 – 2013 tax years was 35% of the amount an employer contributed to an employee’s health plan. This limit has increased to 50% in 2014. To be eligible for this credit, the company must have less than 25 full-time equivalent employees (excluding owners), pay average annual wages of less than $50,000, pay for at least 50% of the cost for employee only health coverage and purchase coverage in the SHOP Exchange.

State Health Care Exchanges

Marketplace – The State Exchanges (or “Marketplace”) has opened, and individuals can log in and shop for health insurance coverage from a variety of carriers. Additionally, individuals who earn an annual salary of up to 400% of the federal poverty level (approximately $46,000 for an individual and $94,000 for a family of four) may be eligible for a federal premium subsidy if the cost of their health care coverage in the Marketplace exceeds 9.5% of household income. Open enrollment in the Marketplace closes on March 31, 2014. Remember, if an employee opts out of the company-sponsored health plan in favor of securing coverage through the Marketplace, the employee will lose any employer contribution to the plan and will no longer enjoy pre-tax deductions for health insurance premiums through the company’s Section 125 plan.

Small Business Health Options Program (SHOP) – The SHOP Exchanges are also open for small employers (generally those with fifty or fewer employees); however, the online shopping tool for small employers is not yet available in the states and default to the federally-run Exchanges. At this time, the SHOPs in those states are only available through a health insurance broker, agent or insurer. It is important to note that no business is required to use the SHOP Exchange, it is simply an option.

State Medicaid Expansions – The Affordable Care Act intended to expand Medicaid for most low-income Americans earning up to 138% of the federal poverty level (approximately $16,000 for an individual or $32,500 for a family of four). However, a Supreme Court decision has left the decision whether to adopt this Medicaid expansion up to each state. Currently, 26 states and the District of Columbia have opted to adopt this expansion in 2014.

Non-Discrimination – Often overlooked, this provision of Health Care Reform will likely bring some changes to the manner in which employers offer health coverage. Basically, the non-discrimination provisions prohibit the employer from offering more generous benefits or higher contributions to highly compensated individuals (HCIs). The IRS code defines a highly compensated individual as: (1) one of the five highest paid officers; (2) a shareholder who owns more than ten percent of the stock of the employer; or (3) among the highest paid 25 percent of all employees. Some examples of provisions that may cause a company’s plan to fail the non-discrimination testing requirements are offering a management carve-out health plan, offering a richer health plan for managers/owners, having a shorter health insurance eligibility waiting periods for managers/owners, and/or offering higher contributions to managers/owners than to other employees. It is important to note that this provision of Health Care Reform has been indefinitely delayed, and we are still awaiting detailed guidance from the IRS regarding the specific parameters of this rule.  It is likely that this provision will not be implemented in the 2014 calendar year.

Employers are facing some important tasks to take into account with respect to Health Care Reform this year. In response, ClubPay has enhanced Human Resource offerings to help Club Management stay abreast of the evolving changes and ensure compliance with the latest rules.

To learn how we may help reduce liability exposures for your Club, request a complimentary analysis with a ClubPay Payroll/HR Specialist –

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For more helpful Human Resource articles like this; be sure to ask our Payroll/HR Specialist for a free 1 month trial to ClubPay's HR Support Center.

 “2014 Health Care Reform Update” HR Advisor, Feb. 2014:

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Club HR Update: OSHA and Workplace Safety

May 30, 2013 4:35:00 PM

Employee training was once considered an optional benefit, an“extra” that only the most forward-looking employers provided to the most promising employees. Even now, when the economy turns downward, employee training is often the first to go, viewed not as an investment but as an expense to be disposed of in tough times. But today more and more employers understand that, far from being a frill, good employee training is necessary to a club's success and that an intelligent, well-trained workforce is central to worker productivity and well-being.  In fact in 2012, OSHA revised its hazard communication, or “worker right-to-know” standard, that requires employers to provide safety training and information to workers that are exposed to hazardous chemicals.

Globally Harmonized System of Classification and Labeling of Chemicals

The GHS revisions became law on May 25, 2012.

OSHA will allow employers a 4-year transition or phase-in period to comply with all of the new GHS requirements in the worker right-to-know rule. The first transition deadline will apply to safety training on chemical labels and SDSs for workers exposed to hazardous chemicals.

  • By December 1, 2013 employers are required to train employees how to read and interpret chemical labels and safety data sheets in compliance with either:
    • The pre-GHS hazard communication standard for labels and material safety data sheets (MSDSs); or
    • The GHS revisions for new-style labels and SDSs;
    • or both the pre-GHS hazard communication standard and GHS revisions at the same time

CLARE VAZQUEZ, HR BUSINESS PARTNER is in the Boca Raton, Florida office of CertiPay. A significant portion of her consulting practice is devoted to workplace risk management preventing OSHA citations, injuries and fatalities. She advises employers in OSHA recordkeeping, hazard assessment and self-audits, corporate-wide safety compliance, maintaining effective safety training and safety management programs, disciplining unsafe employees, inspection preparedness, workplace violence prevention, and health and wellness initiatives. She also prepares and reviews employee handbooks and policies, conducts manager and employee training, and provides consulting regarding hiring, termination, unemployment, wage and hour, harassment, discrimination, and other federal and state laws and regulations. For more information on CertiPay Payroll and Human Resource Services contact Clare at 561-281-4022 / email

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The Future of HR: 3 Bold Predictions

May 13, 2013 11:06:00 AM

Some have said human resources is a declining field. Other have put it more dramatically, saying that the HR department is doomed.

Don’t worry. They’re wrong.

Undoubtedly software has changed how HR functions, and those changes are here to stay. But rather than mean the end of the HR department, the nine HR technology experts and practitioners that Software Advice interviewed predicted these changes will provide HR professionals with opportunities for growth. This article lays out what will change and why, as well as how HR professionals can prepare. Change, it seems, is good.

Prediction 1: In-house HR will downsize while outsourcing will increase.

This prediction might seem somewhat, well, predictable. However, the reasons our experts give for the change may surprise you.

Brian Sommer, industry analyst and founder of TechVentive, claims HR departments will become smaller as new technologies allow employees to participate directly in HR processes. He explains, “Many businesses are going to get a lot of capability done by better technology, more self-service and the employee doing a lot on their own.”

And while employees begin to shoulder a larger part of HR’s administrative duties through self-service portals, Dr. Janice Presser, CEO of The Gabriel Institute, predicts many transaction-heavy HR jobs will be outsourced entirely. In fact,  Dr. Presser goes so far as to say, “Entry-level HR jobs, as they currently exist, will all but disappear as transactional tasks are consigned to outsourced services.”

But despite the shrinking size of in-house HR, the human resources function will endure. As Chip Luman, the COO of HireVue, explains, “Given the ongoing regulatory environment, the need to pay, provide benefits, manage employee relations issues, and process information will go on.”

Prediction 2: Strategic will be in-house HR’s new core competence.

The smaller HR department that remains in-house will have to reposition itself as a strategic partner within the business. In fact, over half the experts emphasized that the move toward strategic partnership must happen--or else. Dr. Presser says in-house HR will need to have, “The ability to make accurate projections based on understanding the goals of the business and using metrics that describe more than lagging indicators, such as how long it takes to fill a job or the per-employee training spend.”

The strategy role cannot be outsourced--good news for all those in-house HR folks. As Dr. Presser says, “Strategic planning requires in-house expertise.”

In fact, Brashears, the director of Human Capital Consulting at Trinet HR, predicts the swing toward more strategic roles may even drive the creation of new job titles. As she explains, “HR Professionals will likely transition into HR Business Professionals who not only understand HR implications but also business operations and strategy.”

Prediction 3: The pendulum will swing back to the specialist.

Janine Truitt, the founder of The Aristocracy of HR blog, says she has observed a generalist-specialist cycle in the HR field during her time in the industry. As she explains, “Every decade or so we fluctuate back and forth from the paradigm of the independent contributor/specialist to the generalist practitioner. We were in a ‘generalist’ mode and now I think the pendulum may be swinging back toward the specialist.”

But for Luman, there will be no future shift back toward the generalist. He states, “HR generalists as we know them will disappear.”

Brashears agrees, noting “There will be more specialized roles. I believe this to be the case as the employment landscape becomes more complex with changing regulations around employment law and benefit compliance with the Affordable Care Act.”

Preparing for 2020

As strategy becomes more important for in-house HR, and specialists become more prevalent, what can current HR professionals begin doing now to prepare? The experts all endorse one tactic: keep learning---risk-taking and networking will help, too.

Dr. Presser advises those in the field to “Get ahead of the curve. Realize that many of today’s ‘best practices’ evolved under very different business conditions, and may well become obsolete within this decade. Learn everything you can about your industry, your competitors, and pending legislation that affects your business operations. Most of all, define yourself as a businessperson and act accordingly.”

Additionally, Lynda Zugec, Founder and Chairman of The Workforce Consultants, says in this brave new world, failure should be welcomed as a learning tool. As she says, “In the changing HR landscape of today, failure is embraced because it means that you were brave enough to ‘give it a shot’ and also that you now have more information regarding what works and what doesn't work than before. Eventually, if you keep exploring different avenues, you are bound to succeed.”

Finally, Luman encourages HR practitioners and analysts to develop their own personal brand. As he says, “Network inside and outside of your field. Blog, communicate, read and help others achieve success. If you are not outside of your comfort zone, you are stagnating.”

Erin Osterhaus is the managing editor of Software Advice's HR blog,The New Talent Times. She focuses on the HR market, offering advice to industry professionals on the best recruiting, talent management and leadership techniques. You can follow her on Twitterand Google+ or, contact her directly at


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Club HR Reminder: Begin Using the Newly Revised Form I-9

May 1, 2013 11:40:00 AM

The newly revised Form I-9 (Rev. 03/08/13) should be used for club new hires; after May 7, 2013, all prior versions of Form I–9 can no longer be used by the public. Download the new Form I–9 at


After May 7, 2013, employers who fail to use Form I–9 (Rev. 03/08/13) may be subject to all applicable penalties particularly necessary for employers utilizing electronic Forms I–9.  

Note that employers do not need to complete the new Form I–9 (Rev. 03/08/13) for current employees for whom there is already a properly completed Form I–9 on file, unless re-verification applies. Unnecessary verification may violate the anti-discrimination provision.

A Spanish-language version of the new Form I–9 is available at for use in Puerto Rico only and may also be used for translation purposes.


Introduction of the Revised Employment Eligibility Verification Form

March 15, 2013

Agency: U.S. Citizenship and Immigration Services, DHS


The newly revised Form I–9 makes several improvements designed to minimize errors in form completion. The key revisions to Form I–9 include:

• Adding data fields, including the employee’s foreign passport information (if applicable) and telephone and email addresses.

• Improving the form’s instructions.

• Revising the layout of the form, expanding the form from one to two pages (not including the form instructions and the List of Acceptable Documents).


Employers and certain agricultural recruiters and referrers for a fee (referred to collectively as ‘‘employers’’) are required to verify on Employment Eligibility Verification form (Form I–9) the employment authorization and identity of each individual they hire (or recruit or refer for a fee if applicable), for employment in the United States.

Form I–9 contains three sections.

The purpose of Section 1 of the form is to collect, at the time of hire identifying information about the employee (and preparer or translator if used), and for the employee to attest to whether he or she is a U.S. citizen, noncitizen national, lawful permanent resident, or alien authorized to work in the United States. The employee must also present documentation for review evidencing his or her identity and authorization to engage in this employment.

The purpose of Section 2 of the form is to collect, within 3 business days of the employee’s hire, identifying information from the employer and information regarding the identity and employment authorization documentation presented by the employee and reviewed by the employer.

The purpose of Section 3 of the form is to collect information regarding the continued employment authorization of the employee. This section, if applicable, is completed at the time that the employee’s employment authorization and/or employment authorization documentation recorded in either Section 1 or Section 2 of the form expires. This section may also be used if the employee is rehired within 3 years of the date of the initial execution of the form and to record a name change if Section 3 is otherwise completed.


Employers are required to maintain Forms I–9 for as long as an individual works for the employer and for the required retention period for the termination of an individual’s employment [either 3 years after the date of hire or 1 year after the date employment ended, whichever is later].

For more information contact:

Clare Vazquez. HR Business Partner
Cell: 561-281-4022

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Are Your Country Club Managers Trained to Handle an EEOC Charge?

Apr 16, 2013 12:10:00 PM
The Equal Employment Opportunity Commission (EEOC) recently issued figures related to workplace discrimination charges filed with it in fiscal year 2012.


It received 99,412 private sector workplace discrimination charges during the year, with retaliation (37,836), race discrimination (33,512), and sex discrimination (30,356) the most frequently filed charges. The EEOC filed 122 lawsuits including 86 individual suits, 26 multiple-victim suits (with fewer than 20 victims) and 10 systemic suits.  That is a 20 percent reduction from fiscal year 2011, bringing the inventory to 70,312.

The agency also obtained $365.4 million from private sector and state and local government employers through it administrative process.

Overall, the agency secured both monetary and nonmonetary benefits for more than 23, 446 people through administrative enforcement activities

Notable findings gleaned from this data include the following:

  • The most prevalent charges filed with the EEOC in 2012 alleged retaliation; race discrimination and sex discrimination. The claims alleging sex discrimination included allegations involving sexual harassment and pregnancy discrimination.
  • The most common types of discriminatory actions alleged under all statutes were discharge, actions affecting the “terms and conditions” of employment, harassment, and discipline.

The report identifies the six priorities that the EEOC will focus on in its “targeted enforcement” efforts:

  • Eliminating systemic barriers in recruitment and hiring
  • Protecting immigrant, migrant, and other vulnerable workers
  • Addressing emerging issues, including the:
  • Americans with Disabilities Act (ADA)
    • LGTB (lesbian, gay, transgender, bisexual) coverage under Title VII
    • Accommodating pregnancy
    • Enforcing equal pay laws
    • Preserving access to the legal system
    • Preventing harassment through enforcement and targeted outreach

Are your club managers trained to handle an EEOC Charge? Don’t let your emotions get in the way of an investigation. Let us help you. At ClubPay we can help address your EEOC charges or questions. For more information contact Clare Vazquez, Your ClubPay HR Business Partner at 561-281-4022 or email

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ClubPay will Receive “Excellence in Achievement Award” for Payroll & HR at CMAA World Conference Trade Show

Feb 23, 2012 3:19:00 PM

We invite you to meet our ClubPay representatives Annaliese Franzen and Steve Cowan at the CMAA – World Conference on Club Management Trade Show in New Orleans, Feb. 26th & 27th.  ClubPay will be in attendance with Jonas Club Management and clubsystems group in Booth #435. While in attendance, ClubPay will receive an “Excellence in Achievement Award” for Payroll & HR by BoardRoom Magazine.

BoardRoom Magazine, endorsed by the Club Managers Association of America (CMAA), the Club Managers Association of Europe (CMAE) and the official publication for the Association of Private Club Directors (APCD), will present ClubPay with their 12th annual "Excellence in Achievement" award for Payroll & HR.

ClubPay was selected for overall excellence in Payroll & HR achievements, innovation, vision for future growth and continued impact on private club operations. BoardRoom magazine’s "Excellence in Achievement" awards are the only private club industry awards that recognize the clubs' business partners. BoardRoom magazine's industry peers and experts review and select outstanding suppliers and consultants representing various aspects of course and club operations.

“We are very excited to be recognized as payroll vendor of the year”, says Steve Cowan, President of ClubPay.  “ClubPay offers a very unique value proposition to the club market by providing a fully integrated Payroll, HR, and Time Keeping platform that has been customized for the unique requirements of the club industry. ClubPay also prides itself on a personalized service support model that includes a no voicemail policy, taking full ownership for data conversion, and by walking clients through their first three payroll processing periods. These aspects make ClubPay a real win for clubs in today’s work environment where clubs are stretched to do more with less, and require peace of mind when navigating through the complex issues around Payroll, HR, and Tax compliance laws.” 

ClubPay's outsourced payroll processing solution is tailored to Private Club payroll needs. ClubPay includes dozens of useful features to address issues commonly faced by clubs including pay calculators, retro pay calculator, benefits calculators, multiple departments, multiple pay rates, variable/weighted average overtime calculation, re-hire functionality and more. ClubPay’s Labor Management System, ClubTime, is a full-featured, web-based system for data collection and employee management.  The system includes an employee self service web portal, time and attendance, distribution of labor tracking, scheduling, time sheets, biometric clocks, and seamless integration with ClubPay’s Payroll/HR system, eliminating manual or duplicate entry.  With ClubPay’s reporting module, clubs have unlimited access to over 200 standard Payroll/HR and Labor Management reports, with the ability to easily create any custom report needed for proactive decision making. 

We look forward to meeting you in The Big Easy, WE GON PASS A GOOD TIME, YEAH!

Do you want to see what clubs are saying about ClubPay? 

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Annaliese Franzen - Jonas Club Payroll Specialist

May 13, 2011 11:50:00 AM

As is the case with any major decision concerning software, when it comes to payroll there are often many considerations which need to be made. In situations like this, Annaliese Franzen is here to help.

Annaliese joined our Jonas team just over one year ago, and has quickly made an impression on staff and clients alike. Coming to Jonas with a wealth of knowledge acquired from years working in the Payroll industry, Annaliese was well prepared to tackle the challenges that would be posed to her by Jonas Club Management clients. As a payroll specialist, Annaliese’s sole objective is to work closely with Jonas club Management clients in order to assess their Payroll needs. Once there is a clear understanding, Annaliese makes recommendations which allow our clients to make a more educated decision regarding whether our in-house Jonas Payroll solution, or our full service outsourced ClubPay Payroll solution, would be the best fit.

In the short time since Annaliese joined us here at Jonas, her unique ability to identify club’s requirements and help them through their decision making process has resulted in more than a few commendations, and more are sure to come.

If you would like to speak with Annaliese for a complimentary payroll analysis email:

Join us for an upcoming webinar demonstration of ClubPay's outsourced payroll solution for clubs: Thursday, May 19th at 2:00pm EST - Register Here

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Meet our ClubPay Team at CMAA

Feb 23, 2011 11:12:00 AM

People buy from people they trust. And that trust has to be earned.

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It's the 4th Quarter - What's in Your Club's Payroll Play Book?

Sep 8, 2010 8:16:00 AM

An estimated 60% of clubs who make the decision to change payroll providers do so effective January 1st. If your club is looking for reduced costs, improved efficiencies or better integration, now is a great time to evaluate your payroll process for January 1, 2011 improvements.

Because so many clubs are facing the challenge of shrinking budgets and decreased administrative staff levels, any opportunity to potentially reduce expense and save time deserves a closer look. Payroll processing is a great candidate to evaluate given the time consuming and tedious nature of handling a club's payroll.  

Should your club evaluate its payroll/HR systems?

Take a moment and consider when the last review of your current provider occurred. With some payroll companies, particularly some of the larger providers, fees seem to creep up each year. Payroll companies often offer discounts and low rates to acquire new clients with the strategy of increasing margin through add-on charges and price increases.

If your club has not evaluated their payroll provider in more than a year, then it is definitely time to take a fresh look and ensure your club is receiving the maximum value for return on investment. The following questions can help with making the decision to evaluate your club's current payroll provider and take a look at other options available.

  • Has the pressure to decrease expenses been increased in the past year?
  • Have administrative positions been reduced or eliminated?
  • Has our club experienced any major payroll or tax issues during the past year? If so, how were they handled?
  • When help is needed, are we assigned a "case number" or do we get responsive, professional help from someone who understands our business and how we work?
  • Has our club experienced price increases over the past year or years? Are the increases reasonable and congruent with functionality and service enhancements?
  • Are we being charged additional fees for basic functionality such as reports, direct deposit, and tax filings?

When to start the process for a January 1 conversion...

If your club is considering a January 1 conversion, the time to begin the process is now. In order to take a systematic approach, adequate time must be allowed to do your homework and research your payroll options before making a decision.

To allow adequate time to do a reasonable evaluation and cost/benefit analysis of making a change, you should target evaluating systems during the September/October time frame and make a decision no later than early November to be prepared for a January 1 conversion.

Budget a couple of weeks for information gathering and analysis. Following your research stage, set appointments with vendors to see the work flow and understand the specific strengths of each system.

Finally, request a detailed proposal to evaluate the soft and hard costs of a change. Don't fall into the trap of evaluating on price only but look at improved efficiencies, time savings, risk management, improved morale/retention and other factors that are related to the payroll and human resource function of your club.

What criteria drives the clubs' payroll decision?

As with any major decision, the first step is take an honest appraisal of your current system to identify its strengths and weaknesses. Once this step is completed, you can move forward with comparing your current solution to other available options.

Some considerations in evaluating companies for a fit with your club include:

  • How easy is our system to use? Is our payroll partner really lifting an administrative burden off the club management team and administrative staff or are they just cutting paychecks?
  • Does our solution include integrated features that help us manage our club more effectively such as HR management, labor management, and hiring and recruitment tools?
  • Does our payroll partner understand our business? Do they accommodate multiple rates, multiple departments, weighted overtime and integration to our club management system?
  • Are there other "clubs" using this provider? What has their experience been?

Kick the tires at ClubPay's 4th Quarter Webinar Demonstrations...

If you just want to kick the tires and see what your options are, ClubPay is offering a complimentary, no pressure, no hassle set of webinars in September. This will give you insight into our two most popular club management solutions - ClubPay and ClubTime. ClubTime is an integrated labor management and time keeping solution and ClubPay is our full-service outsource payroll solution.

Hope you found this post helpful; you can register for the webinars on our website at Attend a Webinar.

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White Paper - "Help, I'm the Controller, not the HR Director!"

Aug 6, 2010 2:14:00 PM

Are you finding you are expected to do more with less in your position as Club CFO or Controller? For some time now, we have observed an industry trend towards increasing the role of the CFO/Controller as it relates to human resource management.

I am privileged to speak with Club GM's, Controllers, CFO's and HR Directors on a daily basis and frequently get feedback similar to the above described trend. While the words may change between conversations, the common theme is club staff increasingly are wearing multiple hats.

In many cases, this involves the CFO/Controller picking up additional HR responsibilities. If this is hitting you square between the eyes, download our complimentary white paper to help you establish a strategy to effectively deal with these changes.


Download "Help, I'm the Controller, not the HR Director" here and let us know what you think.

We hope it helps!


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