ClubPay Blog


Tips to Reduce Time and Attendance Problems

Mar 5, 2018 3:40:18 PM

And Hold Staff Accountable to Your Club’s Time and Attendance Policy

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Prepare for Impact:Steps to Survive New Overtime Pay Rules

Jul 6, 2016 6:14:34 PM

Starting December 1, new overtime rules kick in that will make millions more employees qualify for
overtime pay.

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Tool to defend against new Overtime Rules

Dec 2, 2015 12:29:54 PM

During our recent webinar discussion with Alfred Roush, Esq. SPHR, SHRM-SCP, it became apparent when the revised overtime regulations proposed by FLSA go into effect the potential compliance issues in how employers determine which employees are exempt, and those entitled to overtime is complicated, and if not done correctly, may result in significant liability for an employer.

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Club Management: Nailing Your Pay Cost Budget!

Sep 5, 2013 11:58:00 AM

“Measurement is the first step that leads to control and eventually to improvement.  If you can’t measure something, you can’t understand it.  If you can’t understand it, you can’t control it. If you can’t control it, you can’t improve it.”

- H. James Harrington

We have said repeatedly that controlling your payroll cost is one of the most important things you can do to meet your budget.  But as Mr. Harrington says, you have to understand something in order to control it.

There is a relatively easy way for any manager to measure and understand his or her payroll cost by using the Departmental Payroll Summary Analysis form, HRI Form 230, available to download at no cost from the Hospitality Resources International website.

The beauty of this form which is designed for bi-weekly pay periods (which we have long argued has long-term structural benefits for both controlling overtime and ongoing payroll benchmarking, see Why Our Workweek and Pay Cycle for more information), is its simplicity.*

By entering key data into the white cells of the spreadsheet form each pay period, you can track:

1. your payroll cost compared to budget each pay period throughout the fiscal year and your cumulative year-to date over or under budget for payroll,


2. your payroll hours by category (regular, overtime, holiday, vacation, sick, and other),



3. a comparison of your budgeted hours** with pay period and cumulative variance,



4. and your average hourly wage computed automatically for each pay period and year-to-date and automatically compared to your budgeted amount.



The data you need to complete the Departmental Payroll Summary Analysis form can be easily obtained from your Controller or payroll processing service.
As you progress through the year, you can monitor trends in payroll, pinpoint the reason for overages (e.g., OT, too many hours, higher than expected average hourly wage) and use this information to develop strategies to bring your pay cost back in line with your budget.  If you want greater detail, you can use a separate form for each type of position in your department, for instance a la carte servers vs. catering servers or main dining room servers vs. grill servers – you’ll just have to set up you payroll processing to separately report this detail.
Another major benefit of tracking this information is that it permits you to easily budget your payroll cost for the following year since you have a pay period by pay period record of your pay cost, hours, average hourly wage, and summary of annual cost, hours, and average hourly wage, all in one convenient location.
As I look back on a long hospitality career, any department head who could effectively control his or her payroll budget would have been a bona fide hero in my eyes.  So what are you waiting for – become the hero in your organization by nailing your pay cost budget!
*    If you use a semi-monthly or monthly pay period, you can use the same concept, but you’ll need to redesign the form to accommodate 24 or 12 pay periods respectively.
** If you haven’t budgeted your payroll hours, not to worry; begin doing so next year with the data you’ve collected this year.
Ed Rehkopf, Senior Vice President, Club Resources International. Club Resources International is a portal website for the club industry providing a wide array of operational resources, articles, and best practices for the club industry. The website can be found at
Would you like to see how ClubPay is helping clubs gain control of labor expense?

Join us for an upcoming demonstration to see how ClubTime is helping clubs reduce unnecessary labor expense and ensuring compliance with the increasing Labor Law changes by providing flexible, real-time reporting on employees' time and attendance data.

ClubTime: Web-based Time & Attendance Solutions for Clubs

Webinar Demonstration: Tuesday, September 10th, 2013 at 2:00pm EST- Register Here

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, benefit accruals, distribution of labor tracking, scheduling, time sheets, web-based time clocks, and real-time integration to ClubPay Payroll and HR.

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Club Management Update: When Are Work Breaks Paid?

Aug 7, 2013 4:40:00 PM

I see this problem all the time…Here’s the scenario: You grant nonexempt employees two 10-minute work breaks a day, for which you pay them. That’s in addition to their unpaid lunch break. Problem is, most of your employees have gotten used to extending the 10 minutes to 15 or 20. You sent out a reminder memo that only 10 minutes are allowed, but it had no effect. Now what?

According to the U.S. Labor Department (DOL), you can refuse to pay employees for any more than 10 minutes, under the Fair Labor Standards Act (FLSA). FLSA doesn’t require you to provide workbreaks (except for a recent change regarding lactation breaks), but many employers do so. And, FLSA’s position has been that such breaks tend to refresh employees and make them more efficient. But does that mean you can’t limit the amount of time you wish to grant? No, it doesn’t.

DOL’s internal enforcement manual advises that unauthorized break extensions need not be classified as work time. But here’s the catch: You absolutely must advise employees that

  1. authorized breaks are limited to X minutes;
  2. any extension of those breaks is against the rules; and
  3. such extensions will be punished through disciplinary action

If you’re having a problem with overextended work breaks, you need not only to adopt a policy like the three-point one detailed here, but also to be able to show in court that you’ve informed employees of it frequently and regularly enough that they are fully aware of it. Document -document – document!!! Follow your “Progressive Disciplinary” policy.

Consider that there may be at least three different kinds of breaks: Bona fide meal breaks that are not typically compensated, “short” rest breaks of 20 minutes or less that are typically compensated, and other kinds of breaks—neither meal breaks nor short rests but including lactation breaks—which may or may not be compensated. Many employers assume that when an employee stretches a 10-minute to 20 minutes, FLSA doesn’t allow the extra time to be treated as noncompensable.

Short rest breaks need not be an either/or proposition—paid or unpaid. They can be both, in the sense that you will compensate for some time but not necessarily for all the time employees may take. DOL has said in an opinion letter from the Acting Administrator that “only the length of the unauthorized extension of an authorized break will not be considered hours worked when the three conditions are met, not the entire break.”

All in all, 20 states and many corporations require that employees get time off work to eat a meal. And that doesn’t include California, which has some of the nation’s most generous employee policies: In that state, workers must be given a 30-minute break after 5 hours of work.

“What if I don‘t want a break?” As it turns out, uncompensated meal breaks are a frequent basis for class action lawsuits. Tens of thousands of suits have been filed in the last decade under either the FLSA or one or another state law. Sometimes, conscientious employees deliberately skip the break in order to catch up on their work.

But more often, plaintiffs say, an employer prevents them from taking the break. It is automatically deducted from their clocked-in hours by the employer‘s timekeeping system, when the workers often can‘t take the break. This is a common occurrence in healthcare facilities where patients’ needs are constant and in a variety of other industries where work backs up.  Check your timekeeping system.

And, the laws are strict: If a meal break is unpaid, the employee must be able to leave his or her workstation and have that time uninterrupted. The hard and fast rule is that nonexempt employees must be paid for all hours worked.  So many times, I enter an office and I catch the receptionist eating at her desk and assisting customers/patients. Not only are the hours compensable but it lacks professionalism.

(Labor, 2010)The Patient Protection and Affordable Care Act (“Affordable Care Act”) amended section 7 of the Fair Labor Standards Act (“FLSA”) to require employers to provide reasonable break time for an employee to express breast milk for her nursing child for one year after the child’s birth each time such employee has need to express the milk. Employers are also required to provide a place, other than a bathroom, that is shielded from view and free from intrusion from coworkers and the public, which may be used by an employee to express breast milk. The break time requirement became effective when the Affordable Care Act was signed into law on March 23, 2010.

Minimize your liability. We provide customize handbooks to meet your industry culture and needs.  Clare Vazquez, HR Business Partner has been developing customized handbooks for over 15 years.  Call Clare at 561-281-4022 or email your question to

Would you like to see how ClubPay is helping clubs gain control of labor expense?

Join us for an upcoming demonstration to see how ClubTime is helping clubs reduce unnecessary labor expense and ensuring compliance with the increasing Labor Law changes by providing flexible, real-time reporting on employees' time and attendance data.

ClubTime: Web-based Time & Attendance Solutions for Clubs

Webinar Demonstration: Tuesday, September 10th, 2013 at 2:00pm EST- Register Here

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, benefit accruals, distribution of labor tracking, scheduling, time sheets, web-based time clocks, and integration to Payroll and HR.

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What is 5 minutes a day worth at your private club?

Jul 31, 2013 3:25:00 PM

Saving "time" at your club...

What is the single biggest expense item in your club's budget? If you are like most clubs, your answer is labor and related expenses. For an average club, payroll, taxes and benefits combines to be 53% of total expenses. So, if your club is looking for ways to reduce expenses (and what club aren't these days), labor control is the first place you should look for savings. Plus, now more than ever, employers need control of employees' time and attendance data with flexible reporting to comply with increasing Labor Law changes and to ensure proper reporting on real-time hours to meet those requirements.

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Club Management: Can You Make Direct Deposit Mandatory?

Jul 2, 2013 5:25:00 PM

Direct deposit provides a number of benefits such as less chance of a lost check, theft, or forgery, and funds are deposited in employees' accounts on payday.  Companies love direct deposit and often want to mandate it for their employees. Why? It’s cheap, convenient and easy. Employers can save over a dollar per payment by using direct deposit instead of checks. The benefits of direct deposit to both consumers and companies are numerous.

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Club HR Update: Important Wage & Hour Q&A and Why You Should Care...

Apr 4, 2013 2:55:00 PM

By Clare Vazquez, HR Business Partner

Do you have questions and can’t find the answer…we hope that our weekly Club HR Updates will assist you.

For example:

  • Do you know the definition of a “workweek?”
  • What are “hours worked?”
  • Do employees have to be paid for time when they are off duty but still show up to “hang around?”


A "workweek" consists of seven (7) 24-hour periods totaling 168 hours.  A “workweek” can begin and end on any day of the week, and does not necessarily have to being on a Monday.  Once a workweek is established, it remains fixed. Different workweeks may be established for different employees, however.  The regulations do not set pay days or pay period, but do require records to be kept on a weekly basis.

Hours worked” include time when the employee is require to be on duty actually working for the employer.  The “hours worked” does not have to include meal times, but does include brief (5-20 minutes, for example) rest periods or coffee breaks.  Hours worked will have to include total time spend “on duty”, and will include time spend playing golf with students, members, etc. or performing other regular duties, including teaching.  An assistant professional who works 30 hours in the shop, plays golf with members an additional 10 hours, and teaches 10 hours (even though he may be receiving compensation for teaching), totals 50 hours worked.

No!!!.  Time when an employee is just “hanging” while off duty should not be counted as “hours worked.”  This is a common problem for golf professionals. To prevent having to pay for “hanging around” time, you should strongly consider discoursing your employees from staying on the premises when not working.  Also, add this to your employee handbook policy.  In addition, beware of employees who arrive and sign in 20-30 minutes before they are scheduled to start work.   If your employees are actually NOT working during that time, they should NOT be allowed to sign in on their time cards or clock in.  Carefully monitor and audit your sign in/sign out time cards to ensure they correspond to the actual work time schedule.

A typical problem I see as an HR Consultant is when employers fail to recognize and count certain hours worked as compensable hours. For example, an employee who remains at his/her desk while eating lunch and regularly answers the telephone and refers callers is working. This time must be counted and paid as compensable hours worked because the employee has not been completely relieved from duty.

Clubs should also check into any applicable laws of a state or other jurisdiction to see whether there are any workweek-related requirements or restrictions that are different from or tougher than the FLSA's.  It has never been more important for employers to remain vigilant, informed, and assertive about all of these matters. It is also essential that each employer ensure right now that it is in compliance with all applicable wage-hour requirements.  Our HR Review will identity any potential non-compliance.

For more information contact:
Clare Vazquez, HR Business Partner at ClubPay
Office: 561-910-0032 Cell: 561-281-4022
Would you like to learn how ClubPay is helping Clubs stay compliant?
Request an Analysis
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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? 

Check out our new ClubPay video:

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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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