Employees & structure
The roster everything else in HR reads from: who works here, where they sit, and what they are contracted to.
Departments first
Create your departments before adding people — sales, kitchen, workshop, admin, whatever matches how you actually operate. Structure drives:
- Headcount by active department in People Analytics
- Department coverage — who is thin on the ground
- Approval routing — a manager approves their own team
- Cost grouping in reports and your budget
Keep it to how the business really runs. Departments that exist only on an org chart make every later number less useful.
Adding an employee
Each record holds:
- Name and contact — plus an email for login access if they will use self-service, and a phone if access should match their mobile login.
- Department and role title — with a fallback role title where the job does not map neatly.
- Branch or location — for multi-branch businesses.
- Employment details — start date and contract type. Confirm employment marks the end of probation.
- Pay — salary and the payout rail (mobile money number or bank account) that payroll pays into.
- Notes — HR or compensation context worth keeping.
Add the payout rail now
An employee without one blocks their own payment on payday, which is the worst possible time to discover it.
Onboarding checklists
Build a checklist of what a new joiner needs — contract signed, ID copy, bank details, induction, equipment issued — and track it per person. Nothing gets forgotten on someone's third day.
Issuing equipment as part of onboarding? See Benefits & assets.
Documents
Attach contracts, ID copies, certificates and letters to the employee record in Manage, so the file lives with the person instead of in a drawer.
Performance notes
Record key strengths observed and areas to improve against an employee over time. Written down as you notice them, these turn a review from a vague conversation into a factual one.
Leavers
Mark someone inactive rather than deleting them. Their history stays attached to past payroll runs and transactions — deleting it would leave holes in periods you have already closed and reported on.
Before they go: recover any outstanding advances, collect issued assets, and remove their access.