stage,action,completion_evidence,responsible_owner,due_date,completed_date,evidence_reference,exception_and_action
Choose the legal and commercial model,"State who recruits, employs, supervises, pays wages, handles discipline and owns employee data. Do not call a staffing operation a consulting service merely to avoid obligations. Separate permanent placement invoices from worker-cost reimbursement and payroll-processing fees. Obtain advice on the actual contractual and workplace arrangement before deployment.",Responsibility map and service catalogue.,,,,,
Validate employer demand and credit,"Verify the client entity, authorised signatory, worksite, job role and payment history where lawfully available. Obtain a real mandate, wage budget and start dates. Assess concentration and credit limits; a prestigious brand’s intermediary may still be the party that owes the invoice. Reject discriminatory or unsafe recruitment requests.",Client due-diligence file and approved credit limit.,,,,,
Build compliant job-cost sheets,"Price wages, employer obligations where applicable, leave, relief, insurance, recruitment, supervision and the agency fee. Determine the appropriate jurisdiction and worker categories for wage and other conditions. Do not quote a margin on salary alone and later discover that statutory or replacement costs eliminate it.",Role/site cost sheet and wage applicability record.,,,,,
Map registrations and contracts,"Determine the applicable establishment, contractor, principal-employer and labour framework for each site and activity. The commencement of Labour Codes does not eliminate the need to review operative rules and jurisdiction. Identify prescribed applications, records and responsibility evidence; do not reuse an old checklist without considering the new framework.",Registration matrix and signed deployment agreement.,,,,,
Recruit and onboard transparently,"Give candidates accurate role, location, hours, pay, deductions and employment terms. Verify qualifications and identity proportionately and obtain lawful authorisations for checks. Do not retain original documents as coercive security or promise a job that does not exist. Establish grievance and emergency contacts before the first shift.",Employment/engagement documents and onboarding record.,,,,,
Approve attendance and payroll inputs,"Agree who certifies attendance, overtime, leave and adjustments and when the cut-off occurs. Maintain controlled versions and maker-checker approval. Separate disputed client billing from undisputed employee pay obligations. A payroll spreadsheet should not be altered informally to match a client’s desired invoice amount.",Approved attendance and payroll input file.,,,,,
Fund and execute payroll responsibly,"Maintain sufficient funds for the payroll and applicable remittances, including a delay buffer. Reconcile bank payments to approved payroll, payslips, deductions and statutory records. Investigate rejected payments promptly. Do not treat employee deductions as unrestricted working capital or rely on the next client payment to cure every funding gap.",Bank reconciliation and remittance evidence.,,,,,
Invoice with evidence and manage disputes,"Send the agreed attendance, cost and service evidence with the invoice. Reconcile statutory costs, fee, tax and client withholding. Escalate disputed amounts promptly without silently reducing worker entitlements. Set an exposure limit and pause additional deployments when the client’s unpaid balance exceeds the approved risk appetite.",Invoice pack and aged receivable actions.,,,,,
Monitor worker safety and retention,"Clarify site induction, protective equipment, supervision, accident reporting and anti-harassment responsibilities. Keep a worker grievance route independent of the client supervisor. Track attrition, absenteeism and replacement costs by client and role. A low agency fee is not sustainable if turnover or unsafe conditions cause repeated disruption.","Site review, grievance log and retention report.",,,,,
Close assignments and settle obligations,"Plan transfers, notice, final payroll and lawful deductions using the actual employment terms and law. Reconcile client claims separately from employee dues. Revoke access to payroll systems, deliver agreed records and retain them appropriately. Exit an unviable client through the contract without abandoning workers or withholding earned wages.",Assignment closure and final settlement records.,,,,,