Assign a New Contractor

Assign a New Contractor

When we talk with companies across the construction, engineering and manufacturing industries, the management of contractors and subcontractors is their #1 concern. From contracts to QA to H&S, there are many things to consider when hiring a quality contractor.

With the inherent risks and pressures involved, it is essential to have quality processes in place for engaging contractors. There are many processes you need to manage contractors, including your tendering and delivery processes. The one we tackle here is designed to help you recruit a new contractor or subcontractor onto your books.

1. Pre-qualify Contract Applicants Administration
Before engaging into any agreements with a contractor, you’ll want to do a thorough check on their history to make sure that the relationship will be a successful one.
You may wish to look at:
  • Financial statements or tax returns
  • Information on recent contracts
  • Payment issues
  • Current safety practices
  • Recent incident reports
2.  Interview the Contractor & Check References 
Hiring Manager

Following the pre-qualification, you will want to interview the contractor and make relevant reference checks.

This provides a good opportunity to request any information that you couldn’t get during pre-qualification and to check any red flags that may have arisen.

2.  Interview the Contractor & Check References 
Hiring Manager

Following the pre-qualification, you will want to interview the contractor and make relevant reference checks.

This provides a good opportunity to request any information that you couldn’t get during pre-qualification and to check any red flags that may have arisen.

3. Complete & Upload Agreement & Licenses Administration
This step is especially important for compliance and legislative purposes. Before progressing further with the contractor, you will want to ensure that contracts have been drawn up and signed. You will also need a copy of all relevant licenses so that you don’t run into trouble further down the track with unlicensed work.

If you are using a workflow platform like Flowingly, you would make the contract and license upload a required field. This means that at any stage you could go back and easily access this documentation for reporting or auditing purposes.

4.  Perform H&S Induction with Contractor Health & Safety
Now that the pre-qualification and contractual terms have been completed, you can start onboarding the contractor. One stage of this will be the induction to your health & safety procedures.

It may be that you need to run them through standardized procedures such as Worksafe. Or potentially you need to take them through procedures specific to your organization or a certain project. Either way, it is important to keep record that this has been completed.

4.  Perform H&S Induction with Contractor Health & Safety
Now that the pre-qualification and contractual terms have been completed, you can start onboarding the contractor. One stage of this will be the induction to your health & safety procedures.

It may be that you need to run them through standardized procedures such as Worksafe. Or potentially you need to take them through procedures specific to your organization or a certain project. Either way, it is important to keep record that this has been completed.

5. Send Payment Instructions to Contractor Finance
While the Health & Safety team is running through the H&S procedures, you will want to get the financial details in order.

This is a good opportunity to establish a relationship between the finance teams, outline your payment terms and gather the required details to setup the contractor in your accounts system.

6. Set Contractor Up in Accounts System Finance
Once you have all the details to set the contractor up as a payee, it’s time to add them to your system.
6. Set Contractor Up in Accounts System Finance
Once you have all the details to set the contractor up as a payee, it’s time to add them to your system.
7. Meet Contractor Before Day 1 for Walk
Through
Hiring Manager
Before the contractor starts work on the new project, take the opportunity to meet up with them and discuss the finer details. You may want to include some intangibles, such as your approach to work, how you like your staff to interact with the community, and expectations around behaviour on site.

This is also a good chance to make sure that the payment terms are clear, and outline any key contacts, communication
methods and escalation procedures.

8. Initiate Project Project Manager
The assignment of the new contractor is now complete, and they will now be part of the project itself. The relevant documentation has been completed, the contractor has been run through your H&S induction and they are setup as a payee. What’s more, you now have a full record of the process for auditing and compliance purposes.
8. Initiate Project Project Manager
The assignment of the new contractor is now complete, and they will now be part of the project itself. The relevant documentation has been completed, the contractor has been run through your H&S induction and they are setup as a payee. What’s more, you now have a full record of the process for auditing and compliance purposes.

This is an excerpt from Flowingly’s latest process guide, Essential Processes for Construction.

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Process an Invoice

Process an Invoice

Processing invoices is possibly the most frequent and essential accounts payable process. Including a new supplier setup step helps keep overall complexity down and keep work flowing. Because circumstances and requirements change, it is also useful to include a step to handle any unmatched invoice and purchase order items.

1. Receive Supplier Invoice Finance
Different organizations will receive their invoices differently, but they commonly arrive to a shared mailbox. This step sees a member of the Finance team record the invoice number and PO number if known. They also indicate if the invoice is from a new supplier.
2.  Is it a new Supplier? Decision
If the invoice is from a new supplier, the Finance team are prompted to set them up in the accounting software.  
2.  Is it a new Supplier? Decision
If the invoice is from a new supplier, the Finance team are prompted to set them up in the accounting software.  
3. Set Up Supplier in Accounting Software Finance
In this step, the Finance team apply for a credit trading account with the supplier. They then add the supplier to accounting software. Some organizations may wish to include an additional step to add the supplier’s information to the intranet for the benefit of non-finance staff.
4.  Review and Match Invoices Finance
The Finance team member can now review the invoice and compare it to the purchase order. Now is the time to record is a difference exists in the items, price, or quantity. If the invoice cost is higher, the staff member must attach a form of approval from the respective cost center.  
4.  Review and Match Invoices Finance
The Finance team member can now review the invoice and compare it to the purchase order. Now is the time to record is a difference exists in the items, price, or quantity. If the invoice cost is higher, the staff member must attach a form of approval from the respective cost center.  
5. Are There Any Items That Don’t Match? Decision
If there is a mismatch between the invoice and PO, this is escalated to the Finance Manager for approval.
6. Approve Unmatched Items Finance Manager
Though some organizations may not explicitly require this supervisor approval, many see it as an unfortunate but necessary precaution against embezzlement. In this step, the Finance or Accounts Payable Manager can review the invoice, PO and approval documentation if required.
6. Approve Unmatched Items Finance Manager
Though some organizations may not explicitly require this supervisor approval, many see it as an unfortunate but necessary precaution against embezzlement. In this step, the Finance or Accounts Payable Manager can review the invoice, PO and approval documentation if required.
7. Enter Invoice Details in Accounting Software Finance
Once the invoice and PO have been matched, the Finance team member can enter the specifics into the accounting software to schedule payment.
8. Process Payment Finance
Finally, once the payment has been made, the process is complete.
8. Process Payment Finance
Finally, once the payment has been made, the process is complete.

This is an excerpt from Flowingly’s latest process guide, Essential Processes for Finance.

Take your processes to new heights with our new process playbook.

Discover the building blocks of process improvement.

Advertise an Open Position

Advertise an Open Position

The process of writing a job description and advertising a position is often fraught with issues. Without a clear chain of communication, both the recruitment team and the advertising manager can be left extremely frustrated.

This process helps simplify the chain of communication, and leaves everyone clear on their responsibilities from end-to-end. It is also a great way to open everyone’s eyes to the exact requirements of advertising a position.

1. Gather & Validate Role Requirements Manager
The trigger for starting this process is the manager gathering and validating the requirements for the role. At this step you will want to provide the HR or Recruitment team with a basic overview of the position. Keep it simple, with only the most pertinent information being captured.

Consider things like:

  • The position title
  • Their direct manager and associated team/department
  • The estimated remuneration
  • Whether a position description exists (plus optional attachment)
2. Write a Position Description Manager
Based on the selection of the previous step, a position description may or may not need to be written. If not, the process can move straight onto the next step. If a position description has not been provided, the manager will be required to write one.

This is an essential step to keep all jobs hires consistent and well-documented across the entire business. No position description = no new hire. This ensures that everyone retains responsibility for their parts of the process.

2. Write a Position Description Manager
Based on the selection of the previous step, a position description may or may not need to be written. If not, the process can move straight onto the next step. If a position description has not been provided, the manager will be required to write one.

This is an essential step to keep all jobs hires consistent and well-documented across the entire business. No position description = no new hire. This ensures that everyone retains responsibility for their parts of the process.

3. Approve Vacancy Details Human Resources
The next step is for HR to read over the provided information and ensure that they have everything required to advertise the vacancy. This step is simply to make sure the details are in order.
4. Prepare Vacancy Advertisement Human Resources
Now that HR has all the required information, they can write the advertisement and decide on the best channels to advertise through. Most organizations will have a templated job advertisement, so it is a matter of taking the relevant information from the previous steps and applying it to the template.

If you were using an automated workflow here, you could simply have a checklist outlining the requirements, along with an attachment for the advertisement.

4. Prepare Vacancy Advertisement Human Resources
Now that HR has all the required information, they can write the advertisement and decide on the best channels to advertise through. Most organizations will have a templated job advertisement, so it is a matter of taking the relevant information from the previous steps and applying it to the template.

If you were using an automated workflow here, you could simply have a checklist outlining the requirements, along with an attachment for the advertisement.

5. Approve Advertisement Wording Manager
Before the job advertisement is posted, the manager will want to have a read over the wording to make sure that 1) it describes the position correctly and 2) it will appeal to the people that they are looking to recruit.

This will be a simple approval or rejection step. If the wording is rejected, the manager can make notes and the process would loop back to the previous step. From here HR would review the notes, make the requested changes and re-submit the advertisement for approval.

6. Post Vacancy Advertisement Human Resources
Everything has been approved and you’re ready to advertise! This step is simply letting Human Resources know that they can now advertise the position.

Adding instructions in this step will be appreciated by the whole team. A quick step-by-step guide for advertising on each channel will maintain consistency, ensure that nothing is missed, and speed the process up as a whole.

6. Post Vacancy Advertisement Human Resources
Everything has been approved and you’re ready to advertise! This step is simply letting Human Resources know that they can now advertise the position.

Adding instructions in this step will be appreciated by the whole team. A quick step-by-step guide for advertising on each channel will maintain consistency, ensure that nothing is missed, and speed the process up as a whole.

7. Run the “Hire a New Employee” Workflow Manager
Here we can see how you could link this process together with other processes or workflows to create an end-to-end process for recruiting and onboarding a new employee.

Once the vacancy has been advertised, the next logical step would be to progress to the hiring process. This would then follow on to the onboarding process.

Best practice when undertaking process improvement is to break larger processes down into pieces and then link them together. This ensures that no steps are missed and allows you to analyze and refine processes easily. It will also give you a better understanding of potential bottlenecks or issues within your processes.

This is an excerpt from Flowingly’s process guide, Essential Processes for Human Resources.

Proven Processes to Streamline Your HR Journey.

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Apply for Leave

Apply for Leave

Leave requests are one of the most common processes within an organization. For this reason, they are a great place to start with process improvement. Even small improvements here can save the business thousands of hours a year.

1. Submit Request Initiator
The trigger for starting this process is the employee initiating the request. You will want to capture all the required information about the request at this step, eliminating any back-and-forth later in the process. Consider things like:
  • Type of leave (annual, sick etc.)
  • Dates requested
  • Whether leave in advance is required
  • Whether they will be contactable
2. Check Employee Leave Balance Payroll
Upon submission of the request, the Payroll team will provide the first approval. This is simply to check whether the Initiator has enough leave accrued. This should be a basic Approval or Rejection.

If “leave in advance” was requested, Payroll can approve the request and leave a comment for the Initiator’s Manager to see in the next step.

2. Check Employee Leave Balance Payroll
Upon submission of the request, the Payroll team will provide the first approval. This is simply to check whether the Initiator has enough leave accrued. This should be a basic Approval or Rejection.

If “leave in advance” was requested, Payroll can approve the request and leave a comment for the Initiator’s Manager to see in the next step.

3. Check Team Calendar for Clashes Initiator’s Manager
The next step in the process is the for the Initiator’s Manager to check for any calendar clashes within their team and either approve or reject the request based on this. Depending on your organization size and structure, you may find that you have no difficulty covering a staff member’s absence, or that you need to arrange cover during this time. These are things for the manager to consider at this step.
4. Approval Email Notification
Once the leave has been approved or rejected, an automated email can be sent to the initiator to inform them of the outcome.
4. Approval Email Notification
Once the leave has been approved or rejected, an automated email can be sent to the initiator to inform them of the outcome.
5. Update Payroll Records Payroll
The final step of the process sits with the Payroll team. This is just a reminder for them to confirm that the leave has been recorded in their payroll system and that any shared leave calendars have been updated. One of the key benefits of managing this through a workflow platform is that you can ensure this process is not marked as complete until all required steps are done.  

This is an excerpt from Flowingly’s process guide, Essential Processes for Human Resources.

Proven Processes to Streamline Your HR Journey.

Unlock the power of process and workflow improvement in HR!

Expense Claim

Expense Claim

In most organizations, particularly those that require staff to travel, it’s common for employees to incur expenses that require reimbursement. If staff have a pre-approved spending limit, a very simple process is all that is required. This is an easy first step into process improvement and the world of workflow automation.

1. Expense Claim Initiator
The process begins with a staff member submitting a claim. This step prompts them to enter an itemized list of expenses claimed and the dates the costs incurred. This list is supported by the respective receipts.
Additionally, a reminder of the daily spending limits is included.
2.  Approval by Manager Initiator’s Manager
Once the claim is submitted, the initiator’s manager reviews and either approves or rejects the claim.  
2.  Approval by Manager Initiator’s Manager
Once the claim is submitted, the initiator’s manager reviews and either approves or rejects the claim.  
3. Update Payroll Payroll
This process concludes with the Finance team. They perform a final check of the supplied information. If all details supplied are correct, they update the payroll system and the process is concluded.

This is an excerpt from Flowingly’s latest process guide, Essential Processes for Finance.

Take your processes to new heights with our new process playbook.

Discover the building blocks of process improvement.

Capital Expenditure Requests

Capital Expenditure Requests

At Flowingly, we work with every kind of process and organization. Capital expenditure requests are universally one of the most critical of all processes. Organizations must be able to consistently and responsibly manage the approval of large and enduring financial decisions.

Depending on organizational specifics, there are many variations in capital expenditure approval processes. It is essential it remains easy to understand. The CAPEX request process is too important to allow ambiguity or overcomplexity to sneak in.

1. Project Details Initiator
The first step in any CAPEX request process is to gather the information that will help to determine the costs and relative benefits of the expense. The ‘Request Details’ step of the CAPEX request gives the Initiator the opportunity to provide risks, benefits, alternatives, and any other detail to support their suggested expenditure.
2.  Project Costing Finance
Core to all capital expenditure request processing is the communication of the relative benefits of the expenditure. This step documents its cost and ongoing value. Costs are itemized and the residual value is recorded. It also provides an opportunity for the Finance team to comment on the request.  
2.  Project Costing Finance
Core to all capital expenditure request processing is the communication of the relative benefits of the expenditure. This step documents its cost and ongoing value. Costs are itemized and the residual value is recorded. It also provides an opportunity for the Finance team to comment on the request.  
3. Management Review Management
Once the official costing of the project is complete, the Management team or CAPEX committee can meet to discuss, review, and make recommendations based on the information. Once the expense is approved by the group, it can move to the final signoff from the CFO or CEO. 
4. CFO Review CFO
CAPEX requests then flow through the office of the CFO for official approval. This step may then trigger a process within the office to include the expense in financial documentation.
4. CFO Review CFO
CAPEX requests then flow through the office of the CFO for official approval. This step may then trigger a process within the office to include the expense in financial documentation.
5. CEO Approval CEO
For unbudgeted or high-cost expenditure, it is common to route the request to the CEO for final approval. This step is as much about keeping the CEO informed of capital expenditure as it is about receiving approval.
6. Purchase Order Finance
Finally, the Finance team can begin their own internal process to raise a purchase order for the asset. Once this is completed, the expenditure can be made.
6. Purchase Order Finance
Finally, the Finance team can begin their own internal process to raise a purchase order for the asset. Once this is completed, the expenditure can be made.

This is an excerpt from Flowingly’s latest process guide, Essential Processes for Finance.

Take your processes to new heights with our new process playbook.

Discover the building blocks of process improvement.