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Author: janareserva

Posted on November 12, 2026November 12, 2026

The Hospitality Show 2026: Making Room for Smarter Operations

Running a hotel involves far more than what guests see. There’s a lot happening behind the scenes to keep operations running smoothly, from guest services and property maintenance to workforce management.

At the Hospitality Show 2026 in Miami, the Workforce.com team connected with hotel operators, hospitality professionals, and industry peers to learn more about the challenges they’re navigating and the improvements they’re prioritizing.

Here are some observations that stood out. 

Simplifying operations remains a priority

It’s all about making day-to-day operations more efficient. 

Many hospitality groups we spoke with are still using separate systems for employee scheduling, time tracking, payroll, and HR. While each system serves a purpose, managing multiple platforms can create additional administrative work for managers and their teams. 

For hotel operators, the challenge isn’t simply finding ways to complete tasks faster. It’s also about reducing the extra work that comes with switching between systems, entering the same information multiple times, and managing processes that could otherwise be handled in one place.

Technology is playing a bigger role across hospitality

The variety of exhibitors at The Hospitality Show highlighted just how many different services and technologies go into running a hotel.

From food service, cleaning, and security to property amenities, technology, and software solutions, the show brought together businesses supporting nearly every aspect of hotel operations.

New technology can streamline processes, but it’s just as important to consider how these tools fit into existing workflows and whether they actually reduce staff workload.

Keeping the focus on the guest experience

Hospitality operations are complex, but managing them doesn’t have to be. From scheduling to payroll, simpler processes mean less administrative work and more time to focus on guests.

Thanks to everyone who stopped by our booth and spent time with the Workforce.com team in Miami. 

Looking to simplify workforce management at your hotel? Explore how Workforce.com supports hospitality teams.

Posted on November 2, 2026November 2, 2026

A Guide to State and Local Pay Transparency Laws [2026]

Summary

  • Pay transparency laws help promote pay equity and transparency by requiring employers to disclose information, such as wage information and benefits, in job postings.
  • There is no federal law on pay transparency, but several states have implemented their own regulations.
  • Payroll software can help standardize pay rates and ensure compliance, especially for businesses operating across state lines.

To bridge the pay equity gap, several states and localities in the United States have enacted pay transparency laws. These laws have helped promote openness around hiring processes and compensation, but they’ve also introduced challenges for HR and payroll teams.

What does pay transparency mean?

Pay transparency refers to the practice of disclosing compensation-related information to employees, job applicants, or the public. This can include salary ranges, benefits, wage changes due to promotions, or pay by role or department. The level of disclosure depends on local or state laws. Some jurisdictions require proactive disclosures, while others only mandate sharing this information upon request. Certain regulations also specify whether disclosures must be made internally, externally, or both.

The goal of pay transparency is to ensure employees are paid fairly and to help them assess whether their compensation aligns with their role. When implemented effectively, pay transparency can support talent attraction and retention, enhance employee morale, strengthen employer branding, promote pay equity, and mitigate wage discrimination or unfair labor practices.

However, transparency also puts the responsibility on employers to manage how employees respond, especially when they discover they’re earning at the lower end of a wage range. It also adds compliance complexity, particularly for multi-location businesses navigating a patchwork of state and local laws.

Is there a federal law on pay transparency?

At the federal level, there are currently no federal laws requiring businesses to disclose pay information. In the absence of nationwide regulations, some states have introduced their own pay transparency laws, requiring organizations operating within their borders to meet specific disclosure requirements.

Which states have pay transparency laws?

Currently, 16 states, including D.C., have implemented pay transparency laws at the state level. While Ohio doesn’t have a statewide policy, some of its local jurisdictions have adopted their own rules.Here’s a running list of states and localities with pay transparency laws in place:

California

  • Employers with 15 or more employees must include the pay scale for a position in any job postings, including third-party organizations that are posting job ads on their behalf. 
  • The pay scale must be a good-faith estimate of the salary or hourly wage range the employer reasonably expects to pay for the position upon hire.
  • Upon request, employers must provide the pay scale to an employee for the position that they are currently employed.
  • Employers must maintain records on the job title and wage history of each employee for the duration of their employment plus three years after they’re no longer with the company. Records should be open to inspection by the Labor Commissioner. 
  • Employers with 100 or more employees are required to submit an annual report on pay data, which is due every year in May. 

Colorado

Under Colorado’s Equal Pay for Equal Work Act, pay transparency rules require employers with at least one employee in the state to: 

  • Disclose pay and other information in job postings and notices, internally and publicly:
    • Compensation, benefits information, how and when to apply
    • The rate of pay or a range of offered rates (hourly, salary, piece rate)
    • General description of any other compensation (e.g. bonuses, commissions, or tips)
  • Disclose available job opportunities to all employees and also disclose who was selected.
  • Disclose how to advance through career progressions to eligible employees.
  • Keep records of wages and job descriptions.

Connecticut

  • Employers must include the wage or wage range (salary or hourly rate, with the range set in good faith) and a general description of benefits in internal and public job advertisements, and in remote jobs if the employee would report directly to a supervisor, office, or other worksite in Connecticut.
  • Disclosure should be upfront and proactive.

Delaware (Effective Date: September 26, 2027)

  • Employers with 26 or more employees must include the pay range and a general description of benefits and other compensation in internal and external job postings.
  • It covers jobs located in Delaware and non-international remote jobs offered by Delaware-based employers.
  • The range must be set in good faith. Commission-based and tipped roles must say so, and tipped roles must state the base wage.
  • Employers must keep job descriptions and wage history for each employee for at least three years.
  • The Delaware Department of Labor enforces the law. A first violation gets a written warning, and later violations carry penalties of $500 to $10,000 each.

District of Columbia

  • Employers with one or more employees in D.C. must provide the minimum and maximum projected salary or hourly pay in all job listings.
  • Employers must disclose healthcare benefits before the first interview.
  • Employers must post a notice about employee rights under this law in a visible, shared space at work. 

Hawaii

  • Employers with 50 or more employees must include the hourly rate or salary range in job listings.
  • However, the law does not specify the location of the 50 or more employees nor the type of their employment.
  • Unlike other states, Hawaii does not require employers to disclose pay information on internal transfers and promotions. 

Illinois

  • Employers with 15 or more employees must include a pay range and a description of benefits.
  • Employers must inform current employees of job openings.
  • If an employer posts a job posting publicly, they are also required to inform all current employees of the job opportunity within 14 days.
  • Employers get a cure period before penalties apply to an active posting: 14 days for a first offense and 7 days for a second, with no cure period after that. If a violation isn’t cured, penalties are up to $500 for a first offense, $2,500 for a second, and $10,000 for a third or later offense. Inactive postings have no cure period and penalties of up to $250, $2,500, and $10,000.

Maine

  • Employers with 10 or more employees must include a statement of the prospective pay range in any job posting. This covers postings made directly or through a third party, in electronic or printed form.
  • The pay range is the range the employer anticipates relying on. It can reference a pay scale, a previously determined range, the actual range for people in equivalent positions, or the budgeted amount.
  • For commission-only positions, the posting must state that pay is based solely on commission.
  • On an employee’s request, an employer must disclose the pay range for the position that employee holds.
  • Employers must keep a record of each position an employee holds and their pay history in each, for the length of employment plus three years.

Maryland

  • Internal and external job postings should include the pay range, a general description of benefits, and other compensation details offered (e.g., overtime, tips, commissions, bonuses, etc.).

Massachusetts

  • Employers with 25 or more employees in Massachusetts must disclose the pay range in the job posting for any position.
  • Employees offered a promotion or transfer to a new position must be given its pay range, and applicants can ask for the pay range for the position they’re applying for.
  • Current employees can also ask for the pay range for their current position. 

Minnesota

  • Employers with 30 or more employees are required to disclose the pay range for each job posting.
  • Employers must also provide a general description of benefits and other compensation (e.g. health or retirement benefits).
  • If the employer can’t provide a salary range, they must list a fixed rate.

Nevada

  • Employers must disclose the wage or salary range for a position to applicants after an interview. 
  • Employers must also disclose the wage or salary range for a promotion or transfer to current employees who applied, completed an interview or were offered the position, and requested it.

New Jersey

  • Employers with 10 or more employees over 20 calendar weeks must disclose the hourly wage, salary, or pay range in external job postings, internal promotions, or transfer opportunities. Postings must also include a general description of the benefits offered and of any other compensation programs for which the employee would be eligible.
  • Jersey City: Local rules in Jersey City require employers with five or more employees to disclose the minimum and maximum base salary or hourly wage, as well as the job benefits being offered. 

New York

New York has statewide rules and local regulations in place.

In New York state, employers with 4 or more employees are required to: 

  • Disclose pay ranges for all jobs, promotions, and transfer opportunities. 
  • Disclose compensation basis (e.g. completely commission-based work).
  • Include a job description, except when the job title itself is self-explanatory.

New York City, Ithaca, Albany County, and Westchester County have their own pay transparency rules. Their regulations are similar and aligned with state requirements but may have differences in who can file a complaint to the state’s department of labor and the penalties involved. For instance, New York City allows employers a 30-day window to correct their pay information once they receive a notice of violation. The state law doesn’t have this provision.

Rhode Island

Employers are required to disclose the pay range when someone is hired, when an employee moves to a new job within the company, or when an employee requests it. Applicants can also request the pay range for the position they’re applying for.

Vermont

  • Businesses with 5 or more employees, with at least one working in Vermont, must include a minimum and maximum salary range in all job ads, including internal and external postings, promotion opportunities, and transfers. 
  • Employers must clearly state if jobs are commission-based. 
  • Employers must specify a base wage for tipped positions.

Virginia

  • Employers must include the wage, salary, or pay range in every public and internal posting for a job, promotion, or transfer.
  • The range must be a minimum and maximum set in good faith.
  • Employers may not seek an applicant’s pay history or rely on it in setting pay (unless the applicant volunteers it), or retaliate against someone who declines to share it or asks about the range.
  • The Attorney General can seek penalties of up to $1,000 for a first violation and $5,000 for later ones. Applicants and employees can also sue within one year, but employers get 15 business days after written notice to fix a posting first.

Washington

  • Employers with 15 or more employees must include the salary range or wage scale, plus a general description of all benefits and other compensation, in their job postings. If the employer is offering only a fixed wage, it must disclose that amount instead of a range.
  • Employees offered an internal transfer or promotion must be given the salary range or fixed wage for the new position on request. 

Ohio

Ohio does not currently have a statewide pay transparency law. However, some local rules are currently in effect. 

  • Cincinnati and Toledo: Employers with 15 or more employees must provide the pay scale on reasonable request after a conditional offer of employment.
  • Cleveland: Employers with 15 or more employees must include the salary range in job postings.
  • Columbus: Employers with 15 or more employees in the city must include a reasonable salary range or scale in job postings. (Effective date: December 3, 2025; enforcement begins January 1, 2027)

How can businesses adapt to pay transparency laws? 

Pay transparency is gaining momentum, and more states and localities are expected to enact rules in the near future. While these laws aim to close wage gaps, they can present challenges, especially for businesses operating across multiple jurisdictions.

Pay transparency laws often trigger company-wide policy changes. While HR usually leads these updates, payroll teams play a crucial role in ensuring that publicly disclosed pay ranges align with actual employee compensation.

Here are some practical tips to help payroll teams prepare and comply with current wage transparency rules and stay ahead of new laws:

Standardize pay rates across job sites and states

Consistent pay structures are crucial for compliance, particularly when hiring across multiple locations. Job titles and pay ranges should be clearly defined and aligned to meet local disclosure requirements. Inconsistencies can result in compliance risks and employee mistrust.

Post accurate and realistic pay ranges

Job postings must reflect actual compensation, not placeholders. Pay ranges should be based on current pay data and reflect what job candidates can realistically expect to earn. Ranges like “$50,000–$100,000” can signal noncompliance or raise red flags with regulators.

Evaluate internal pay equity across similar roles

Regular pay equity audits can help identify whether employees in similar roles are being paid fairly and equitably. If differences or disparities exist, document whether they are justified by performance, tenure, or other legitimate factors. Transparency laws make it critical to catch and address any unexplained gaps.

Keep organized payroll records

Accurate, centralized payroll records are essential. You’ll need clear documentation connecting job titles, hours worked, and pay rates, especially if employees or regulators request it.

Upgrade your systems to support compliance

Manual processes and outdated tools make compliance more difficult and prone to error. Upgrade your existing systems to centralize all your data and make it easy to track pay rates, monitor pay equity, and stay ahead of legal requirements. 

How Workforce.com helps with pay transparency compliance

Workforce.com combines payroll, time tracking, and scheduling into a single system. You can assign pay rates by role and location, ensure job postings reflect current compensation, and quickly identify any gaps and inconsistencies. With centralized records and reporting, it’s easier to comply with transparency requirements and to build a more consistent payroll process overall.

Discover how Workforce.com can help simplify payroll and compliance with pay transparency rules. Book a demo today.


This information is for general purposes only and should not be considered legal advice. While we strive to keep it updated, labor laws and regulations can change at any time. It’s always a good idea to consult with a legal professional or relevant authorities to comply with the most current standards.

Posted on October 16, 2026October 21, 2026

Diving Into Waterpark Operations: Insights from WWA 2026

For waterpark operators, a few months can make or break the year. With a relatively short operating season, there’s a lot to accomplish in a limited amount of time. 

That was one of the biggest takeaways from our conversations at the World Waterpark Association (WWA) Symposium & Trade Show 2026. 

Our team spent time connecting with waterpark operators, catching up with existing clients, and seeing industry partners. Beyond building relationships, the conference gave us a closer look at how seasonal businesses manage their teams and what matters most to the people running them.

And one theme kept coming up: operators want more time to focus on their teams and guests, not administrative work.

Less time behind a computer, more time with the team

Unlike businesses that operate year-round, many waterparks have just a few months to make the most of their peak season. During that window, a lot is happening at once, from managing staff schedules and tracking hours to running payroll and keeping daily operations moving.​

At WWA 2026, many operators emphasized how important it is to get that time back. They don’t want to spend days behind a computer managing schedules and payroll when they could be out supporting employees, helping guests, and keeping things running smoothly. 

And it’s easy to see why. When the operating season is short, the time spent on administrative tasks can quickly add up.

That’s where the right system can make a difference.

With scheduling, time and attendance, and payroll in one system, managers can reduce the need to move between different tools or manually transfer information. That means less time spent on repetitive processes and more time available to focus on their teams and the guest experience.

Helping waterpark operators make the most of their season

Events like WWA let us hear directly from waterpark operators about how they run their businesses, how their teams work together, and where they could use more support.

These conversations help us better understand the challenges operators face and how Workforce.com can help address them.

Here are a few ways the platform supports waterpark operations:

  • Build schedules around changing demand. Use labor forecasts and scheduling tools to plan staffing based on expected demand, so the right people work at the right times.
  • Make managing seasonal staff easier. Streamline hiring and onboarding, keep employee information in one place, and help new team members get ready for their first shift.
  • Give employees more control over their schedules. Let employees view schedules, submit availability, and request shift changes from their phones, reducing the back-and-forth for managers.
  • Keep time tracking and payroll in one workflow. Capture employee hours, review and approve timesheets, and process payroll without manually moving information between separate systems.

For waterpark operators, these capabilities can help reduce the administrative work that takes managers away from their teams, especially during the busiest months.

Making the most of every season

WWA 2026 reminded us why we value being part of the waterpark industry. From catching up with existing clients to meeting more waterpark operators, these conversations help us better understand the businesses we work with and how we can support them.

Thanks to everyone who stopped by our booth and shared their experiences with us!

Want to learn more? Explore how Workforce.com helps manage seasonal teams.

Posted on October 6, 2026October 6, 2026

Tip Pools in Workforce.com: How It Works

Tips are an important part of pay for many hourly teams, especially in service industries. But when tips are shared across a team, figuring out who gets what can quickly become a manual process.

Every business may handle tip pooling differently. Some split tips based on hours worked, while others use percentages, points, or different rules for different teams and shifts. The challenge is applying those rules consistently every time tips are distributed.

Customers running tip-heavy operations already know this pain. Third Space Brewing, a Milwaukee craft brewery, moved away from a tip spreadsheet they’d been using for “years and years.”

That’s what Tip Pools in Workforce.com is built to handle.

Split tips your way

No two operations split tips the same way. A quick-service counter may have very different rules from a full-service restaurant with a bar. Tip Pools gives you the flexibility to distribute tips based on how your business operates

Here’s what you can do:

  • Choose your pooling period: Split tips daily, weekly, or by pay period.
  • Use different split strategies: Allocate a fixed percentage to one team, such as 30% to the bar, then split the remainder using points or hours worked.
  • Create separate pools for different shifts: Run lunch and dinner pools side by side so tips go to the employees who worked those shifts.
  • Handle different tip types: Track cash tips, credit card tips, and service charges separately so each can be taxed and reported appropriately.

Also read: Should You Implement Tip Pooling? Pros, Cons, and Best Practices for Restaurants

Build compliance into the process

Calculating the split is only part of managing a tip pool. You also need to account for who can participate, which fees can be deducted, and how each distribution was calculated.

Tip Pools helps build those requirements into the process:

  • Managers are automatically excluded from tip pools, removing the need to check eligibility manually.
  • Credit card processing fees can be handled based on state rules. Where permitted, they can be passed through to the tip pool; in states such as California, where this isn’t allowed, the deduction is blocked.
  • Every calculation is recorded, giving you a clear record of how tips were distributed for each period.

From POS to paycheck

Tips can flow into Workforce.com automatically as a daily total through your POS integration, or you can add them directly.

Workforce.com calculates each employee’s share as tips are added, keeping it up to date if receipts or shifts change, then adds it to their timesheet and carries it into the next pay run.

That means the process can move from POS → tip pool → timesheet → payroll without having to calculate and transfer tip amounts between separate spreadsheets and systems.

Already using Tip Jars?

You can move a location to Tip Pools at any time. Historic Tip Jar data stays intact, and other locations can stay on Tip Jars while you switch over at your own pace. A location moves over in one step, so once you create a pool for it, that location’s tips run through the pool going forward. 

Reach out to our support team whenever you’re ready to make the switch.

Getting started

For a closer look and detailed steps to setting up teams, shift groups, pooling rules, and payroll, check out our Tip Pools help guide. 


Curious how Tip Pools fit into the bigger picture? Book a demo to see how tip pooling works alongside scheduling, time and attendance, and payroll in one system.

Posted on September 1, 2026September 1, 2026

Sk8 Expo 2026: Keeping Business Rolling for FEC Operators

Three days at Sk8 Expo 2026 gave our team plenty of opportunities to talk with FEC operators and industry peers about what’s happening across the industry. 

From the software they rely on to the costs they’re watching more closely, a few themes kept coming up. Here’s what we heard.

Integrations are the first questions operators ask

If there’s one question we heard more than any other, it was some version of: “What do you integrate with?”

It makes sense. FEC operators may already be working across POS systems, scheduling, payroll, and other operational tools. Adding another system shouldn’t mean adding more manual work along with it. 

For us, it reinforced just how important interoperability is when operators evaluate new software. Before getting into features, many want to know whether a new platform will work with the systems they already depend on. 

Operators are paying closer attention to software costs

Another recurring theme was cost transparency, particularly around software pricing and fees. 

With recent changes such as the QuickBooks Online price increase, operators have good reason to look more closely at what they’re spending across their tech stack and how predictable those costs are. 

That doesn’t necessarily mean replacing what’s already working. But it does make this a good time to review the systems you’re paying for, what you’re getting from them, and whether they still make sense for how your business operates today. 

Also read: Best Payroll Software for Family Entertainment Centers: Top Picks and Key Features

Getting more from labor remains a priority

Labor was another consistent theme in our conversations. 

Operators are thinking about how to get more value from their labor spend while also investing strategically in areas that help bring guests through the door. The takeaway wasn’t simply about cutting costs. It was about being more intentional with where money goes and making sure those investments deliver value. 

For labor, that puts greater emphasis on accurate demand forecasting, so operators can better anticipate staffing needs, schedule accordingly, and keep labor costs in check without compromising the guest experience.

Looking ahead

Our conversations at Sk8 Expo pointed to a common thread: Operators are taking a closer look at the systems they use, what they cost, and whether they’re actually helping the business operate more efficiently. 

For operators reviewing their approach, labor optimization is a good place to start. 

If you’re looking to get more from your labor spend and simplify how you manage your team, Workforce.com can help. Book a call today.

Posted on August 21, 2026August 21, 2026

QuickBooks Price Increase 2026: What Hourly Employers Should Know

Summary:

  • QuickBooks Online pricing changed in August 2026, affecting Essentials, Plus, and Advanced plans.
  • Plus is now $140/month, while Advanced is $340/month. Intuit says the higher pricing comes alongside new and expanded product capabilities.
  • Employers can use the change as an opportunity to review their current setup, overlapping tools, and explore other options.

QuickBooks Online’s latest price increase is now in effect, with some of its higher-tier plans seeing substantial jumps in monthly cost. 

A price increase doesn’t suddenly make QuickBooks a bad product. For businesses that rely on it for accounting, payroll, bookkeeping, reporting, and other financial processes, staying with the platform may still make perfect sense. 

But a significant increase in software costs is a natural time to reassess what each system in your operation is actually doing, and whether it still fits how your business works. 

For hourly employers in particular, the assessment should go beyond the monthly subscription fee, because the biggest labor costs usually happen long before payroll runs.

How did QuickBooks’ pricing change in August 2026?

QuickBooks Online prices changed for renewals on or after August 1, 2026, affecting Essentials, Plus, and Advanced plans. The increases are particularly steep at the higher end: Plus is now $140 per month, up from $115, and Advanced is now $340 per month, up from $275.

Free, Lite, Ledger, and Simple Start plans retain the same subscription prices.

PlanPrevious PricingNew Pricing
Essentials$75/mo$85/mo
Plus$115/mo$140/mo
Advanced$275/mo$340/mo
Source: QuickBooks Online August pricing changes and product updates: Frequently Asked Questions

Intuit says the new pricing comes alongside continued investment in QuickBooks Online, including new AI-powered capabilities and improvements to core workflows. For Advanced customers, that includes features such as Bill Pay Elite, industry-specific tools, and enhanced reporting.

That means businesses aren’t necessarily paying more for exactly the same product. For those using the added capabilities, the higher cost may be easier to justify. For others, the increase may be a reason to reassess what they’re paying for and using.

QuickBooks Desktop users are already facing a transition

The price increase also comes during a broader shift in the QuickBooks product lineup. 

Intuit stopped selling new subscriptions to QuickBooks Desktop Pro Plus, Premier Plus, and Mac Plus in September 2024. Existing subscribers can continue renewing. Connected services for QuickBooks Desktop 2023 ended on May 31, 2026, while Desktop 2024 has a longer runway through September 2027. 

That means some longtime QuickBooks customers are likely reconsidering what their future setup should look like. The obvious route may be to move from Desktop to Online and operate largely as before. 

But the transition also gives employers an opportunity to reassess what they actually need each piece of their software stack to do. 

For hourly employers, look at the whole QuickBooks setup

QuickBooks began as accounting software, but its ecosystem now extends into payroll, time tracking, and other employee management functions.

Which QuickBooks products are you actually using? Which functions are handled elsewhere? Are you paying for overlapping capabilities? Do integrations or manual work keep employee and payroll data moving between systems?

The answers matter more than the number of products in the stack. Several systems can work well together if each has a clear purpose and data moves reliably between them. Problems tend to emerge when businesses are paying for duplicate functionality or employees have to manually bridge gaps between systems.

For hourly employers, those gaps can become particularly noticeable around time and payroll, where inaccurate or incomplete data often creates additional administrative work.

The goal, then, isn’t necessarily to replace QuickBooks or consolidate everything into one platform. It’s to determine whether the higher price still makes sense in the context of everything else you’re paying for and using.

What should employers do?

The QuickBooks price increase doesn’t mean every business needs a new system. Instead, it’s a reason to take a closer look at whether your current setup still delivers enough value to justify its total cost.

Keep your current setup if it works

If QuickBooks continues to meet your needs, your team uses the functionality you’re paying for, and the new price remains reasonable for your business, there may be little reason to change.

Switching core financial software has its own costs, from implementation and migration to integrations and staff training. Weigh those costs against what you would actually save or improve by moving elsewhere.

Check for functionality you’re paying for twice

QuickBooks now offers capabilities across accounting, payroll, time tracking, and other areas. Depending on your setup, some of those functions may overlap with other software your business already pays for.

That overlap isn’t necessarily a problem. Two systems may perform different roles while sharing some functionality.

But it’s worth checking whether you’re paying for features you rarely use because another system has become your primary tool for that job.

Look at where things get complicated

Cost also includes the work required to keep your systems running together.

Look for places where employees have to manually move or correct information. Are hours being re-entered between systems? Do spreadsheets need to be used to prepare data for payroll? Do managers or payroll teams regularly have to resolve missing or inconsistent information?

If one part of the setup creates disproportionate administrative work, focus the review there rather than assuming the entire stack needs replacing.

The goal isn’t necessarily to use fewer products. It’s to make sure each one has a clear purpose and works effectively with the others.

Use the price increase as a reason to review the bigger picture

The more important question is whether the entire process—from scheduling and timekeeping through payroll and accounting—is working efficiently for the size and complexity of your workforce.

For hourly employers, the biggest opportunity to control payroll costs usually isn’t found when payroll runs. It’s found in how labor is planned, scheduled, worked, tracked, and managed before payroll gets there.

Reassessing your current setup? Talk to our team about your options.

Posted on August 4, 2026August 18, 2026

What NYC’s Latest Fair Workweek Cases Mean for Employers: Is Your Business Ready?

Recently, New York City’s Department of Consumer and Worker Protection (DCWP) announced enforcement actions against multiple retailers for violating the city’s Fair Workweek Law. Walgreens agreed to pay more than $1.6 million in restitution to workers, along with $163,000 in civil penalties, while Calzedonia, the parent company of lingerie retailer Intimissimi, agreed to pay more than $154,000 in restitution and more than $15,000 in civil penalties and costs.

According to the DCWP, Walgreens failed to provide employees with the required 72 hours’ advance notice of work schedules and required employees to work additional hours without the notice or consent required under the law. Calzedonia was cited for similar violations, including failing to provide advance notice of schedules, requiring employees to work additional hours without proper notice or consent, and canceling shifts without sufficient notice.

The same enforcement sweep also included penalties against employers that violated New York City’s Protected Time Off Law, bringing the total recovery across both laws to more than $2.3 million and reinforcing the city’s continued focus on workplace protections.

It’s part of a larger pattern, too. DCWP has recovered more than $10.1 million in worker restitution in just the first six months of the current administration, on top of nearly $90 million secured under the previous one.

These cases are not about elaborate payroll fraud or intentional wage theft. They’re significant because they involve some of the most common scheduling challenges that employers face every day. 

And that’s exactly why every employer operating under Fair Workweek or predictive scheduling laws should be paying attention.

The violations weren’t complicated, but they were costly

None of the companies cited were accused of exploiting obscure loopholes or deliberately withholding wages. Instead, the violations arose from everyday scheduling decisions. Publishing schedules, filling open shifts, asking employees to work additional hours, or canceling shifts are all routine parts of retail operations. The challenge is ensuring those everyday decisions comply with Fair Workweek requirements.

What New York City’s Fair Workweek Law requires

New York City’s Fair Workweek Law includes separate requirements for retail employers and fast food employers.

Retail employers

Retail employers covered by the law are generally required to:

  • Provide employees with at least 72 hours’ advance notice of their work schedules.
  • Post schedules in writing and notify employees of any changes.
  • Obtain employee consent before requiring them to work additional hours that weren’t included in the original schedule.
  • Maintain records demonstrating compliance with scheduling requirements.

Fast food employers

Fast food employers are subject to a broader set of predictive scheduling requirements, including:

  • Providing employees with 14 days’ advance notice of their work schedules.
  • Paying schedule change premiums when employer-initiated changes are made after the required notice period.
  • Offering additional hours to existing employees before hiring new staff, subject to certain exceptions.
  • Providing a good faith estimate of expected hours and maintaining required scheduling records.

Predictive scheduling laws also exist in several cities and localities across the United States, while Oregon remains the only state with a statewide Fair Workweek law. Although each jurisdiction has its own requirements, they generally share the same goal: to give employees more predictability while placing greater responsibility on employers to manage scheduling fairly. 

Also read: Fair Workweek Laws Explained: A Guide for Employers

Most Fair Workweek violations are not intentional

No employer sets out to violate Fair Workweek laws. Beyond knowing the rules, the challenge is consistently applying them every time a schedule is created or changed.

As the recent NYC cases show, employers didn’t violate the law because it was particularly complex. They fell short because Fair Workweek requirements weren’t consistently built into the scheduling process.

A schedule is published a day late, an employee is asked to work an extra shift without documenting their consent, or a shift is canceled over text with no record of the change. Individually, these situations may seem minor. But when they don’t meet Fair Workweek requirements, they become compliance violations.

For employers operating across multiple stores or jurisdictions, keeping these processes consistent becomes even more difficult.

An operational challenge

Fair Workweek compliance is more than just a legal problem. It’s primarily an operational one. The biggest compliance risk usually happens even before payroll is processed. 

Meeting Fair Workweek requirements becomes much harder when managers don’t have enough visibility into labor demand to build schedules early enough, schedule changes are communicated informally instead of being documented, or different locations are subject to different compliance rules.

The more locations a business operates, the more opportunities there are for those processes to break down. 

Building Fair Workweek compliance into everyday scheduling

Rather than relying on manual processes or hoping managers remember every jurisdiction’s requirements, employers should look for systems that make compliance part of the scheduling process itself. 

Start with better labor forecasting

Advance notice requirements depend on publishing schedules early. 

That becomes much easier when managers can forecast labor demand using historical sales, staffing patterns, and expected business activity. Better forecasting means schedules can be built and published well before the advance notice periods. 

Prevent violations before they happen. 

Scheduling software should do more than build schedules. It should help managers identify potential compliance issues before they’re finalized—for example:

  • Publishing schedules after the required notice period
  • Scheduling prohibited clopening shifts
  • Making schedule changes that may trigger Fair Workweek requirements
  • Assigning additional hours that may require employee consent

It should also provide built-in workflows to support compliance, such as capturing employee consent and automatically recording schedule acknowledgments when they’re required.

Instead of expecting managers to remember every rule, the right system helps enforce them consistently. 

Calculate premium pay accurately

Last-minute scheduling changes are sometimes unavoidable. When they happen, employers need confidence that any required predictability pay or scheduling premiums are calculated correctly and flow directly into payroll. 

Just as importantly, every schedule change, employee acknowledgment, and consent should be automatically recorded to create an audit trail if questions arise later. 

Is your scheduling process ready for predictive scheduling laws?

Even if your business isn’t currently covered by predictive scheduling laws, it’s worth asking whether your current scheduling process could support them if they were introduced tomorrow. 

A few questions to help evaluate your process: 

  • Can managers consistently publish schedules before required notice periods? 
  • Do schedule changes automatically trigger compliance warnings? 
  • Can you easily verify and document employee consent for schedule changes?
  • Are any required scheduling premiums calculated automatically? 
  • Can you produce a complete history of schedule changes if you’re audited?

If the answer to any of these is “no,” there may be gaps worth addressing before they become compliance issues.

How Workforce.com helps employers stay compliant

Effective Fair Workweek compliance goes beyond simply knowing the rules. Employers need systems that help prevent violations, correctly calculate any premiums that arise from schedule changes, and maintain the documentation needed to demonstrate compliance.

That’s why Workforce.com is designed for the critical areas of Fair Workweek compliance:

Prevention

Managers get alerted of potential violations during scheduling to help avoid common compliance pitfalls before schedules are published. 

Calculation

When schedule changes trigger premium pay requirements, Workforce.com can automatically calculate those dollar amounts and ensure they are reflected in payroll. 

Documentation

Schedule changes, employee acknowledgments, and consent records are automatically logged, giving employers the documentation they need if compliance questions arise. 

Instead of relying on manual processes, businesses can build Fair Workweek compliance directly into the way schedules are created, updated, and paid.


Fair Workweek compliance isn’t something businesses can afford to think about only when an audit or investigation arises. The strongest compliance strategies are built into everyday operations, making it easier for managers to do the right thing and for employers to demonstrate compliance when it matters.

For businesses already operating under predictive scheduling laws, now is the time to evaluate whether existing scheduling processes are enough to meet those requirements. And for businesses expanding into new markets, building compliance into scheduling today is far easier than retrofitting processes after an investigation begins.

See how Workforce.com helps employers stay ahead of Fair Workweek compliance. Book a demo today.

Posted on July 22, 2026July 23, 2026

Fair Workweek Laws Explained: A Guide for Employers [2026]

Summary:

  • Inconsistent shifts and sudden schedule changes place undue financial and logistical stress on the lives of employees outside of work. 
  • Predictive scheduling laws address this issue by mandating advance notice for schedules and premium pay for sudden shift changes. However, navigating these laws can be challenging due to varying city and state regulations.
  • Employers navigate predictive scheduling laws with specialized software that accounts for local labor ordinances, enforces fair scheduling practices, automates predictability pay, and maintains records.

Unpredictable schedules and last-minute shift changes have long created financial instability and operational challenges in hourly workplaces. In response, a growing number of U.S. jurisdictions have introduced Fair Workweek laws to improve schedule predictability and transparency.

What are predictive scheduling or Fair Workweek laws?

“Fair Workweek laws” is a commonly used term for a set of local labor regulations, also known as predictive scheduling laws, that aim to give employees more predictable, stable work schedules. The term has evolved into a catch-all for a growing set of local and state regulations aimed at addressing “just-in-time” scheduling practices.

There is no single federal Fair Workweek law in the United States. Instead, individual jurisdictions have enacted their own rules under different names. For example, New York City, Chicago, and Philadelphia use “Fair Workweek,” while others, such as Oregon, Seattle, and San Francisco, use different terminology but enforce many of the same requirements.

At their core, these laws are designed to reduce the uncertainty and financial instability that can result from last-minute scheduling changes in hourly workplaces.

Although requirements vary by location, most Fair Workweek laws include a common set of rules:

  • Advance notice of schedules: Employers must provide work schedules in advance, typically 14 days.
  • Predictability pay: Employees receive additional compensation if schedules are changed after posting.
  • Right to rest: Employers must provide a minimum number of hours between shifts or pay a premium if the employee agrees to work.
  • Right to decline shifts: Employees can refuse certain last-minute or “clopening” shifts without penalty.
  • Good faith estimate: Employers must provide an estimate of expected work hours at the time of hiring.
  • Access to additional hours: Existing employees are often given priority for additional shifts before new hires.

Many laws also include recordkeeping requirements and protections against retaliation.

In practice, Fair Workweek laws apply to a relatively small portion of the U.S. workforce—primarily large employers in industries like retail, hospitality, and food service—but they can have a significant operational impact on businesses that meet coverage thresholds.

Enforcement and risk also vary widely by jurisdiction. Some cities, like New York, have pursued large, high-profile enforcement actions, while others rely more on complaint-driven enforcement. As a result, compliance priorities often depend as much on location as on the law itself. Even so, compliance isn’t something employers can afford to overlook, as violations can still surface through complaints and lead to penalties.

Where are Fair Workweek laws being implemented?

Oregon (Statewide Predictive Scheduling Law)

Oregon is the only place where predictive scheduling laws are being implemented statewide so far.

Covered employers

Employers in the retail, hospitality, and food service industries with 500 or more employees worldwide

Advance notice period

  • Written work schedules at least 14 days in advance, including on-call work
  • Good faith estimates upon hiring
  • Employees may decline shifts that are not included in the posted schedule.

Predictability pay

Employees are entitled to additional compensation when schedules are changed without sufficient notice:

  • One hour of additional pay at the regular rate, in addition to wages earned, when:
    • Time is added to a shift (30 minutes or more)
    • The date or start/end time of a shift is changed without reducing hours
    • An additional shift or on-call shift is added
  • Half the employee’s regular rate of pay for lost hours when:
    • Hours are reduced
    • Changes that result in loss of shift hours
    • A shift is canceled
    • An on-call shift is not ultimately worked

Rest hours and clopening

There must be a 10-hour rest period between shifts. Employees can decline the rest period and be paid at time and a half. 

Exceptions

Additional pay is not required for schedule changes due to natural disasters or events outside an employer’s control, such as floods, earthquakes, tsunamis, wildfires, extreme temperatures, war, or explosions.

Berkeley, CA (Fair Workweek Ordinance)

Berkeley’s Fair Workweek Ordinance applies to employers in certain industries, with coverage thresholds that vary by sector.

Covered employers

Employers operating in the City of Berkeley with 10 or more employees in Berkeley, and:

  • 56 or more employees globally in industries such as retail, hospitality, healthcare, building services, manufacturing, and warehouse services
  • 100 or more employees globally if they are:
    • Restaurant employers
    • Franchisees in the retail or restaurant industries
    • Nonprofit organizations in covered industries

Advance notice period

  • Written work schedules at least 14 days in advance, including on-call work
  • Good faith estimates upon hiring

Predictability pay

  • 1 hour of predictability pay for any schedule change made between 1 and 14 days before a shift.
  • Up to 4 hours of predictability pay (or the number of hours reduced, whichever is less) for cancellations or reduced hours with less than 24 hours’ notice.
  • 1 hour of predictability pay for adding, changing, or moving a shift with less than 24 hours’ notice.

Rest hours and clopening

Employers must allow employees to decline shifts that occur less than 11 hours apart.

Exceptions

Predictability pay is not applicable to employee-initiated shift swaps or changes. It is also not owed for grace periods of 10 minutes before and after a shift.

Access to hours for existing employees

Employers must offer any additional hours to existing part-time employees before hiring new staff or temporary worker.

Emeryville, CA (Fair Workweek Ordinances)

Emeryville’s Fair Workweek Ordinance applies to retail and fast food employers, including certain franchise businesses.

Covered employees

Employers with nonexempt full-time, part-time, on-call, contract, and seasonal employees that are in:

  • Retail with 56 or more employees globally
  • Fast food with 56 or more employees globally or 20 or more employees in Emeryville

Advance notice period

  • Written work schedules at least 14 days in advance
  • Good faith estimates upon hiring
  • Employees can decline unscheduled hours given less than the notice.

Predictability pay

  • 1 hour of pay if a schedule change is made between 1 and 14 days before the shift
  • The lesser of 4 hours of pay or the originally scheduled hours for cancellations or reduced hours with less than 24 hours’ notice, employees get
  • 1 hour of pay for any other changes made within 24 hours will give employees

Rest hours and clopening

Employers must pay time and a half pay for any hours worked for shifts that are less than 11 hours apart. Employees have the right to decline shifts less than 11 hours apart.

Exceptions

Predictability pay is not required in certain situations, including:

  • Employee-initiated changes, such as voluntary shift swaps or requests to modify a schedule
  • Minor schedule adjustments, including changes of 10 minutes or less before or after a shift
  • Events outside the employer’s control, such as natural disasters or utility failures
  • When employees work past their scheduled shift to complete a transaction that results in a commission or tip
  • Mutually agreed-upon changes, where employees voluntarily accept additional work in advance

Access to hours for existing employees

Employers must offer additional hours to existing qualified part-time employees until they reach 35 hours of work in a calendar week in at least 4-hour increments.

Recordkeeping requirements

Employers must maintain records for at least three years.

San Francisco, CA (Formula Retail Employee Rights Ordinance)

San Francisco’s Formula Retail Employee Rights Ordinance (FRERO) applies to large chain retail businesses with standardized operations.

Covered employers

Formula retail establishments with 40 or more locations worldwide and 20 or more employees in San Francisco, including janitorial and security contractors.

Advance schedule notice period

  • Written work schedules at least 14 days in advance
  • Good faith estimate of hours upon hiring

Predictability Pay

Employees are entitled to predictability pay for schedule changes made with less than 7 days’ notice, including:

  • Added or changed shifts
  • Reduced or canceled shifts
  • Unused on-call shifts

The amount of pay varies depending on the type and timing of the change.

Exceptions

Predictability pay is not required in certain situations, including:

  • Threats to employee safety, property damage, or events outside the employer’s control
  • Employee-initiated schedule changes or shift swaps
  • When an employee fails to report to work or is sent home for disciplinary reasons

Equal treatment for part-time employees

Employers must provide part-time employees with the same starting hourly wage and access to promotions as full-time employees performing similar work.

Los Angeles City, CA (Fair Workweek Ordinance)

Los Angeles’ Fair Work Week Ordinance applies to large retail employers operating within the city.

Covered employers

Retail businesses with 300 or more employees globally

Advance notice period

  • Work schedules at least 14 days in advance
  • Good faith estimate of hours upon hiring
  • Employees may decline hours or shifts added after the notice period.

Predictability pay

Employees are entitled to additional compensation when employers make changes to the posted work schedule:

  • 1 hour of pay at the regular rate for each employer-initiated change that:
    • Increases scheduled hours by more than 15 minutes, or
    • Changes the date, time, or location of a shift
  • Half the employee’s regular rate of pay for hours not worked when:
    • Scheduled hours are reduced by 15 minutes or more
    • An on-call shift is not worked

Rest hours and clopenings

Employees must not work a shift that starts less than 10 hours from the previous shift. Otherwise, employees must provide written consent, and time and a half pay applies to shifts following an insufficient rest period.

Exceptions

Predictability pay is not required in certain situations, including:

  • Employee-initiated schedule changes
  • Voluntary shift coverage for absent employees
  • Reductions due to disciplinary action or policy violations
  • Additional hours accepted voluntarily under the ordinance
  • Events outside the employer’s control

Access to hours for existing employees

Employers must offer work to current employees at least 72 hours before hiring a new employee or using a contractor, temporary service, or staffing agency to perform work.

Recordkeeping requirements
Employers must maintain records for at least three years.

Los Angeles County, CA (Fair Workweek Ordinance)

Los Angeles County’s Fair Workweek Ordinance, effective July 1, 2025, expands predictive scheduling requirements to retail employers operating in unincorporated areas of the county.

Covered employers

Retail businesses with 300 or more employees globally that operate in unincorporated areas of Los Angeles County.

Advance notice period

  • Work schedules at least 14 days in advance
  • Good faith estimate of hours upon hiring
  • Employees may decline hours or shifts added after the notice period.

Predictability pay
Employees are entitled to additional compensation when employers make changes to the posted work schedule:

  • 1 hour of pay at the regular rate for each change to a scheduled date, time, or location that:
    • Does not result in a loss of work time, or
    • Results in additional work time of more than 15 minutes
  • Half the employee’s regular rate of pay for hours not worked when:
    • Scheduled work time is reduced by 15 minutes or more
    • An on-call shift is not worked

Rest hours and clopening

  • Employees may decline shifts scheduled less than 10 hours apart
  • Employees may agree to work such shifts, but must provide written consent and be paid time and a half for those hours.

Access to hours for existing employees

Employers must offer additional hours to current employees before hiring new staff or using contractors or staffing agencies.

Exceptions
Predictability pay is not required in certain situations, including:

  • Employee-initiated schedule changes, such as requests to modify a shift or voluntary shift swaps
  • Voluntary acceptance of additional hours, including when covering for another employee’s absence, provided the employee is informed that the change is voluntary and consents.
  • Reductions in hours due to violations of law or company policy
  • Events outside the employer’s control, such as natural disasters or public emergencies

Recordkeeping requirements

Employers must maintain records of work schedules, schedule changes, and employee consent for at least three years.

Chicago, IL (Fair Workweek Ordinance)

Chicago’s Fair Workweek Ordinance applies to employers across several industries and includes both employer-size and employee-wage thresholds.

Covered employers

  • Employers with 100 or more employees globally in the following industries:
    • Building services
    • Healthcare
    • Hotels
    • Manufacturing
    • Retail
    • Warehouse services
  • Restaurant employers with 250 or more employees and at least 30 locations globally
  • Employer size is calculated using the average number of global employees over a 12-month period for existing employers, or over the previous 90 days for new employers

Covered employees

Covered employees are those earning $33.85 per hour or less, or $64,945.55 per year or less. The same 12-month/90-day averaging method is used to count covered employees.

Advance notice requirements

  • Notice of work schedules at least 14 days in advance
  • Good faith estimate of work hours upon hiring

Predictability pay

Employees are entitled to additional compensation when schedules are changed after posting:

  • 1 hour of pay for changes made with less than 14 days’ notice

For changes made with less than 24 hours’ notice:

  • 1 hour of pay if employers add hours, or there is no loss of hours
  • Half pay for hours not worked if hours are reduced

Exceptions
Predictability pay is not required in certain situations, including:

  • Threats to employees, employers, or property, or when authorities advise against work
  • Utility failures at the workplace
  • Natural disasters or severe weather events
  • War, civil unrest, strikes, or public emergencies
  • Voluntary shift trades or coverage between employees
  • Schedule changes mutually agreed upon in writing
  • Employee-requested schedule changes
  • Reductions in hours due to documented disciplinary action

Rest hours and clopening

Employees may decline shifts scheduled less than 10 hours apart from the end of their previous shift. If they agree to work anyway, employers must pay 1.25 times the employee’s regular rate, regardless of whether the employee requested or consented to it. Consent can be given on an ongoing basis but may be revoked at any time.

If a double-shift (consecutive shifts) falls within the 10-hour window, the entire double-shift is paid at 1.25x. For split-shifts, only the portion starting less than 10 hours after a shift spanning two calendar days triggers the premium.

Right to rest pay must be paid no later than the next payday and must be itemized separately on the pay stub.

Access to hours for existing employees

Employers must offer additional shifts to qualified employees before hiring new staff. If shifts are not accepted, they may be offered to temporary or seasonal workers.

Recordkeeping requirements

Employers must maintain records of work schedules, schedule changes, predictability pay, and employee consent for at least three years.

Evanston, IL (Fair Workweek Ordinance)

Evanston’s Fair Workweek Ordinance closely mirrors Chicago’s, applying to employers in several hourly industries with both size and location thresholds.

Covered employers

Employers with:

  • 100 or more employees globally, including franchises, in the following industries:
    • Hospitality
    • Retail
    • Warehouse services
    • Manufacturing
    • Building services
  • Food service and restaurant employers with 30 or more locations globally and 300 or more employees globally

Advance notice requirements

  • Notice of work schedules at least 14 days in advance
  • Good faith estimate of work hours upon hiring

Predictability pay
Employees are entitled to additional compensation when employers make changes to the posted work schedule:

  • 1 hour of pay per impacted shift when:
    • Hours are added after the 14-day notice period
    • The date or time of a shift is changed with no loss of hours after the 14-day notice period
    • Scheduled hours are reduced with more than 24 hours’ notice
  • When scheduled hours are reduced with less than 24 hours’ notice:
    • Up to 4 hours of pay, or the number of hours in the scheduled shift (whichever is less)
  • On-call shifts:
    • If the employee is not compensated (or paid below their regular rate):
      • They are owed predictability pay if called in
      • They are owed up to 4 hours of pay (or scheduled hours, whichever is less) if not called in
    • If the employee is paid at their regular rate during the on-call shift, no additional predictability pay is required if they are called in

Rest hours and clopening

Employees must provide written consent to work shifts scheduled less than 11 hours apart. If they work such shifts, they must be paid time and a half.

Access to hours for existing employees

  • Employers must offer additional hours to existing employees before hiring new staff.
  • Employers must offer interested employees the opportunity to work up to 35 hours per week before hiring new employees.
  • Additional hours may be offered across locations, not just the employee’s primary worksite.

New York City, NY (Fair Workweek Law)

Fair Workweek rules in New York City apply separately to fast food and retail employers, with different requirements for each sector.

Covered employers

  • Fast food establishments that are part of a chain with 30 or more locations nationally
  • Retail employers with 20 or more employees in New York City

Advanced notice requirements

Fast food employers

  • Must provide work schedules at least 14 days in advance

Retail employers

  • Must provide work schedules at least 72 hours in advance
  • Employers cannot cancel a shift or add shifts without employee consent
  • Require on-call shifts 

Predictability Pay

Fast food employers

  • Must provide premium pay for schedule changes made after the notice period
  • Pay ranges vary depending on the timing and type of change (e.g., additions, reductions, or cancellations). It can cost $10-$75 per change, less than the notice period.

Retail employers

Retail laws do not include predictability pay. Instead, employers may face penalties and damages for violating scheduling requirements.

Rest and clopening

Fast food employers

Employers cannot schedule employees to work shifts with less than 11 hours between shifts (“clopening”) unless:

  • The employee is given the opportunity to decline
  • The employee provides written consent
  • The employer pays a $100 premium for each clopening shift worked

Retail employers

  • No specific rest period or clopening requirements

Access to hours for existing employees

Fast food employers

  • Must offer additional work hours to current employees before hiring new staff

Retail employers

  • No specific access to hours requirements

Exceptions

Fast food employers

Fast food employers are not required to provide premium pay in certain situations, including:

  • Threats to employee or employer safety or property
  • Public utility failures or transportation disruptions
  • Natural disasters or declared states of emergency
  • Severe weather conditions
  • Employee-initiated schedule changes (e.g., time-off requests or shift swaps)

Retail employers

No formal exceptions apply; instead, employers must comply with strict scheduling requirements, and violations may result in penalties.

Recordkeeping requirements

Fast food and retail employers must maintain records for at least three years.

More about New York City’s Fair Workweek Laws for Fast Food and Retail Businesses.

Philadelphia, PA (Fair Workweek Law)

Philadelphia’s Fair Workweek law applies to large employers in retail, hospitality, and food service industries.

Covered employers
Employers with 250 or more employees globally and 30 or more locations globally, including chains and franchises in:

  • Retail
  • Hospitality
  • Food service

Advance notice requirements

  • Notice of work schedules at least 14 days in advance
  • Good faith estimate of work hours upon hiring
  • Employees may decline additional hours not included in the posted schedule

Predictability pay
Employees are entitled to additional compensation when schedules are changed after posting:

  • 1 hour of pay at the regular rate when:
    • Time is added to a scheduled shift
    • The date, time, or location of a shift is changed with no loss of hours
  • Half the employee’s regular rate of pay for hours not worked when:
    • Scheduled hours are reduced
    • An on-call shift is not worked

Rest hours and clopening

Employees must receive at least 9 hours of rest between shifts

If they agree to work with less than 9 hours between shifts:

  • They must provide written consent
  • Employers must pay a $40 premium for each clopening shift

Access to hours for existing employees

Employers must offer available work hours to existing employees before hiring new staff.

Recordkeeping requirements

Employers must maintain records for at least 2 years.

Seattle, WA (Secure Scheduling Ordinance)

Seattle’s Secure Scheduling Ordinance applies to large retail and food service employers and includes scheduling protections.

Covered employers

  • Retail and food service establishments with 500 or more employees worldwide
  • For full-service restaurants, coverage applies only if the employer also has 40 or more full-service locations worldwide

Advance notice requirements

  • Notice of work schedules at least 14 days in advance
  • Good faith estimate of work hours to new hires

Predictability pay

1 hour of pay at the regular rate when:

  • Hours are added to a shift
  • The date or time of a shift is changed

Half the employee’s regular rate of pay for hours not worked when:

  • Work hours are reduced
  • An on-call shift is not worked

Rest hours and clopening

Employees should receive at least 10 hours of rest between shifts. If they agree to work shifts less than 10 hours apart, they must provide consent, and employers must pay time and a half for those hours.

Exceptions

Predictability pay is not required in certain situations, including:

  • Employee-initiated schedule changes or shift swaps
  • Voluntary coverage for absent employees
  • Reductions due to disciplinary action
  • Events outside the employer’s control (e.g., natural disasters, utility failures, or public emergencies)

Access to hours for existing employees

  • Employers must offer additional hours to current employees before hiring externally
  • Employers must post available hours for at least 3 days
  • Employees must be given at least 2 days to accept the additional hours

Recordkeeping requirements

Employers must maintain records for at least 3 years. 

Anti-retaliation and enforcement risks

Compliance with Fair Workweek rules starts with getting schedules right. But beyond that, the law is also strict about how employers respond when workers actually use these protections. This is where anti-retaliation rules come in, and they’re baked into Fair Workweek ordinances. 

Aside from scheduling rules, most Fair Workweek ordinances also include safeguards that protect employees when they exercise their rights. In practice, this means employers can’t punish or disadvantage workers for things like declining shifts that don’t meet notice requirements, requesting predictability pay, raising concerns, or filing complaints.

These protections show up across major jurisdictions. For example:

  • New York City (fast food) makes it illegal to fire, reduce hours, or otherwise penalize employees for exercising their Fair Workweek rights.
  • Chicago and Philadelphia include similar language prohibiting retaliation against employees who assert their rights or participate in investigations.
  • Seattle also prohibits retaliation against employees for exercising their rights under the Secure Scheduling Ordinance.

The key takeaway is that compliance doesn’t end at scheduling. Even if your policies look right on paper, decisions like cutting hours, changing shifts, or disciplining employees after they raise concerns can create additional violations. 

Even if the scheduling issue itself seems small, how you respond can create a bigger problem. Retaliation can come with its own penalties.

Recordkeeping and documentation

Across many jurisdictions, employers are expected to keep track of work schedules, when they were posted, any changes made, and whether employees agreed to those changes. In some cities, records must be kept for a set period, often 2 to 3 years, and may be reviewed if a complaint or audit arises.

Good documentation can make a big difference. It helps show what actually happened in the event of a dispute, whether proper notice was given, and whether an employee consented to a shift change or clopening.

Some issues don’t come from the schedule itself. In some cases, they stem from being unable to prove what was communicated or agreed to. Keeping clear, consistent records across locations and managers can go a long way in reducing that risk.

Compliance Tips for Fair Workweek Ordinances

Implementing predictive scheduling laws into your operations can be complicated – it’s easy to overlook crucial details if your policies aren’t thorough. Here are some practical tips to help your business remain on the right side of the law.

Invest in the right software

Fair Workweek laws are just one of the many employment regulations that businesses must comply with. Many businesses invest in scheduling and payroll solutions to automate key areas like shift notifications and predictability pay to help ensure they meet Fair Workweek standards.

Workforce.com, a scheduling and payroll platform designed for hourly workforces, specializes in predictive scheduling and Fair Workweek compliance. Here’s how:

  • Shift scheduling and labor forecasting: Workforce.com uses data that predicts demand, including historical sales, foot traffic, booked appointments, and weather information.
  • Alerts and announcements: A critical part of Fair Workweek ordinances is ensuring employees are notified of posted schedules in time. Workforce.com makes this easy. Once a schedule is published, employees are notified in the app, and you can also print it. A robust communications feature lets you send announcements about schedule updates and live chat with staff and managers to maximize transparency and efficiency.
  • Pay rules: Assign pay rules to each employee, including any predictability pay they may be entitled to when certain conditions are met. Once set up, these rules are automatically applied during payroll, eliminating the need for manual entries and calculations.
  • Employee tags and classification: Assign tags to covered employees of predictive scheduling rules to ensure they receive the correct pay when predictability pay conditions are met. You’ll also receive automatic alerts when scheduling an employee at risk of working a clopening shift.
  • Shift swapping: Workforce.com’s shift swapping feature allows qualified staff to take on vacant shifts. This helps automate the process and provides a simple way to track and record shift changes.
  • Payroll: Another crucial part of complying with predictive scheduling laws is ensuring covered employees are paid what they’re owed, including applicable predictability pay. Workforce.com automatically computes wages, overtime, deductions, and predictability pay premiums based on your employees’ timesheets and hours worked.  
  • Recordkeeping: Workforce.com centralizes records, making them easily accessible. In the event of an audit or when you need to retrieve these records, everything is organized and readily available.

Stay abreast of ordinances in your place of business

Only a handful of cities have an ordinance for predictive scheduling, but this could change in the future. It’s best to stay informed about any updates or new regulations in your area.

Keeping up with changes is crucial if you’re in a city or state that has existing Fair Workweek laws. For example, New York City previously required fast food employers to provide a good faith estimate of work hours to new hires, but this was replaced with a mandate for regular week-to-week schedules.

Check with local and state governments regularly for updates on employment laws and scheduling practices to ensure your business remains compliant.

Train managers and HR teams

Managers and human resources are at the frontline of implementing predictive scheduling laws. Train them to understand the specifics of these ordinances and how to communicate them to staff. Provide them with resources to ensure that company policies align and comply with applicable labor laws.

Why fair scheduling practices matter

Fair scheduling practices are essential to any hourly workforce, regardless of whether predictive scheduling laws exist in your area. Compliance is important, but it shouldn’t be the only driver behind workplace policies. Strong scheduling practices also play a key role in supporting employees and maintaining a stable workforce.

A consistent and transparent scheduling system minimizes scheduling conflicts, reduces absenteeism, improves retention, and provides flexibility for hourly staff. This should be standard practice, whether mandated by law or not. 

Discover how Workforce.com helps you implement best practices with employee scheduling, payroll, and HR for hourly workforces. Book a demo today. 

Posted on June 16, 2026June 22, 2026

Full Throttle Operations: What Kart Expo 2026 Revealed About Scaling a Karting Business

Last May, Workforce.com headed to Michigan for Kart Expo 2026, where we showcased our software, connected with operators, and joined conversations shaping the future of karting and family entertainment.

One of our own, Joseph Cuellar, took the stage to discuss “The Hidden Drag Slowing FeGrowing Business”, a topic that felt especially relevant given many of the conversations happening throughout the event. More locations, larger fleets, and busier event calendars all have a way of exposing the cracks in manual processes and disconnected systems. At scale, what were once small inefficiencies become a real drag on the business. 

Kart Expo was an opportunity to better understand how operators run their businesses, where the industry is going next, and how Workforce.com provides value across these areas. 

Growth Brings New Challenges

Growth creates opportunity, but it also introduces new challenges. For karting operators, that means:

  • Staffing for demand that’s concentrated and unpredictable: Weekends, school breaks, and team racing events require coverage that’s hard to plan without the right tools. 
  • Scaling seasonal operations: Many karting venues run on a seasonal calendar, which means a recurring cycle of hiring, onboarding, and winding down that repeats every year.
  • Keeping up with fleets and facility demands: A growing fleet needs more hands. More locations means more karts to maintain, inspect, and rotate, adding more operational load on top of an already stretched team.

That’s why operational efficiency has remained a focal point across the industry. Operators are looking closely at the processes and systems that help them run operations, and whether these tools are reducing friction and enabling them to stay productive as they grow.

Also read: Global FEC Market Projected to Top $80B by 2033—What it Means for Operators

Growing Revenue Without Growing Overhead

Labor remains to be a top concern for karting operators, with it being one of the largest expenses in running the business. It’s easy to see why. Running a track means having the right people in the right spots at all times, such as marshals managing safety on a live track, grid staff getting drivers briefed, front desk keeping sessions turning over smoothly. There’s no trimming that coverage when safety is part of the equation. 

On top of that, much of the karting workforce is part-time, seasonal, and made up of younger workers. That means turnover is frequent, retraining is constant, and compliance with youth labor requirements adds another layer to manage. It all adds up, and the labor bill reflects it.  

As businesses grow, labor costs can quickly increase and put pressure on margins. During Kart Expo, we spoke with several operators who were managing time tracking, scheduling, HR, and payroll across separate systems. This can create gaps in information and require managers to constantly switch between platforms. Consolidating these functions into a single system can help reduce administrative work and keep labor costs from being the thing that slows down growth.

Operators are Investing in Better Systems

Operators are becoming more selective about the technology they invest in. They’re not necessarily looking for software with the longest feature list. They’re looking for systems that solve real problems, understand the way they operate, and scale alongside their business. 

For karting and FEC operators, that often means finding technology that simplifies day-to-day operations, supports the unique demands of their business, and remains easy to use as teams and locations grow.

Operators are increasingly interested in technology that supports both the guest journey and the day-to-day operation of the business. On one side, that means tools for bookings, waivers, memberships, and events. Likewise, they also prioritize systems that help managers handle staffing, time and attendance, payroll, and the administrative work that comes with running a team. It’s about finding tools that make the business easier to run, and not just adding another software.

Also read: Behind the Fun: How Workforce.com Powers Altitude Trampoline Park

Great Experiences Start with Great Operations

While the attractions and technology on display are always exciting, the long-term success of any venue ultimately comes down to execution.

Behind every great guest experience is a team responsible for keeping operations running smoothly day after day. Whether it’s staffing a busy Saturday, preparing for a large group event, or managing seasonal peaks, strong operations depend on having the right people in the right place at the right time.

Operators that will lead the pack are those that recognize the importance of investing in the people, processes, and systems that support growth. As they continue to invest in new attractions and technology, they’ll also need to ensure their teams have the tools to keep up.

That’s exactly why leading entertainment operators use Workforce.com to simplify workforce management, reduce administrative work, and help managers spend more time focused on guests. If you’re exploring ways to run a more efficient operation, we’d be happy to show you how it works. Get in touch with us today.

Posted on June 9, 2026June 9, 2026

Does your Payroll System Really Handle Blended Overtime?

Miscalculating weighted average or blended overtime may look like a payroll calculation challenge. In reality, it’s exposing a much bigger issue in how workforce operations are managed.

Most managers have seen some version of this before. 

A restaurant employee spends part of the week serving tables, then picks up shifts at the bar. A retail associate works the sales floor during the day and helps with inventory later in the week. A healthcare worker floats between units with a different hourly rate and shift differentials. 

At first glance, these seem like ordinary staffing decisions. But in reality, they create one of the most revealing tests of whether a workforce management and payroll system is functioning properly.

Uncovering the disconnect between operations and payroll

What looks like a payroll issue is often the result of operational information getting lost somewhere between scheduling, time tracking, and payroll processing.

To understand why, it helps to understand how weighted average and overtime pay works.

When an employee works on different roles with different rates of pay within the same week, overtime generally can’t be calculated using just one of those straight-time rates. Instead, employers must calculate a weighted average hourly rate based on the total pay and all eligible earnings for the week.

The formula itself is relatively straightforward, based on the total number of hours worked:

Total earnings across all rates á Total hours worked = Regular Rate of Pay

That regular rate is then used to determine the employee’s overtime premium, often calculated as half-time of the weighted average.

For example, imagine an employee working 30 hours as a server at $15/hour and 15 hours as a trainer at $20/hour. Their overtime isn’t simply calculated using $15/hour or $20/hour. Instead, payroll must first determine a weighted average regular rate for all 45 hours worked that week before calculating the overtime owed.

On paper, that’s a payroll calculation. In practice, it’s an operational data problem.

Consider a manager who knows an employee worked three shifts as a server, two shifts in the back of house, and one weekend event shift at a premium rate. The manager understands exactly what happened operationally, but does the payroll system understand it too?

Weighted average overtime depends on more than total hours worked and the specific allocation of overtime hours. It depends on accurately capturing every role, rate, differential, and premium—accounting for specific exclusions like certain discretionary bonuses—that contributed to those hours throughout the workweek.

If any of that information gets lost along the way, payroll teams are left manually reconstructing schedules, timesheets, and pay rates just to calculate overtime correctly.

It’s not just about knowing the formula

Most discussions about weighted average overtime focus on compliance with FLSA and Department of Labor regulations. Did the calculation method use the correct overtime rate? Were the earnings included properly? Was the regular rate calculated correctly? These questions matter. However, they focus more on the outcome rather than the process. 

The bigger question is: How did the system arrive at the calculation in the first place? Payroll systems need to understand:

  • Which role was work
  • Where it was worked
  • When it was worked
  • Which rate applies
  • Which premiums apply

Weighted average and overtime calculations are fundamentally dependent on operational context. And operational context is exactly what many systems struggle to preserve. 

When systems lose context, people become the crucial layer

And it can be tricky. 

Many organizations believe they have an automated payroll process. But what they don’t realize is that what they have is a collection of systems connected by human intervention. 

Managers create schedules. Employees clock time. Payroll teams verify information for wage calculations. If there are gaps, corrections and adjustments are made. And when this is done manually, it becomes error-prone, which is where miscalculations start. 

Clearly, blended overtime simply exposes the problem because it requires more operational context than simpler payroll calculations. This results in an administrative burden in which managers spend time validating data, finance teams reconcile labor costs, and employees spend time questioning their paychecks. The business absorbs the cost in dozens of small ways that rarely appear on a balance sheet. 

Is your current system enough?

So the question is, can your current workflows keep pace?

If the answer is unclear, blended overtime may be exposing a broader workflow problem. 

Here are a few questions to help assess whether your current system can support blended overtime and the other payroll nuances that come with running a growing hourly workforce.

How connected is payroll to the rest of your workforce management system? 

When payroll issues arise due to blended overtime or weighted average rate calculations, it’s worth asking where the process actually breaks down. 

Is the issue really the formula? Or does the problem start earlier—in how schedules are built, how clock-in data is captured, how role changes are tracked, how shift differentials are applied, or how last-minute call-outs are handled? 

In many cases, payroll is only where the error becomes visible. The mistake itself often starts upstream. 

That’s why disconnected workflows pose such a risk. If one system handles scheduling, another handles clock-ins, another manages employee records, and another processes payroll, every handoff becomes a potential failure point. 

The result is a workflow that may appear functional on the surface but still depends on people to catch what the system failed to preserve. 

For blended overtime, the context matters. Payroll needs to know not just how many hours someone worked, but what work they performed, where they performed it, and what rate is applied. 

Also read: How Time Tracking Systems Help (or Hurt) Wage Compliance

How quickly can managers and payroll teams spot issues? 

A strong payroll workflow should not rely on teams discovering problems at the very end of the pay period. If that often happens in your organization, that’s a big red flag. 

Does someone always have to chase missing information or reconcile discrepancies? Such instances may be manageable once or twice. However, if it happens every pay cycle, that’s a sign that the system is not doing enough and manual steps have creeped into what’s supposed to be an automated process.

The better question is not just, “Can we fix the error?” It is, “Why did the error make it this far?”

How much is the current workflow really costing you? 

The cost of payroll technology is not limited to subscription fees. 

The real cost includes the time managers spend reviewing timesheets, the hours payroll teams spend correcting data, and the productivity lost to manual workarounds. Then there are higher-stakes costs: back payments, penalties, compliance exposure, employee distrust, and potential wage claims. 

Multi-rate overtime makes these costs more visible because it depends on accurate data from various points in the workforce process. If those inputs are incomplete or fragmented, maintaining payroll accuracy becomes harder as the business grows.

What guardrails exist before payroll closes? 

A major warning sign is only discovering payroll issues at the end of the pay cycle. By then, teams are correcting problems under pressure instead of preventing them in real time. This becomes especially risky with blended overtime because the final calculation depends on the roles worked and the rates applied.

Your system should help prevent mistakes before they reach payroll. 

For example, can the system flag when an employee clocks into the wrong role? Can it identify when a timesheet does not match the scheduled shift? Can it automatically apply the correct rate when someone works in a different role? 

As you evaluate your current system, remember that the goal is to keep data accurate, from the moment the schedule is created to the moment the paycheck is finalized. 

Can the system scale as operations become more complex? 

A process that works for one location may not work for 10. A payroll workaround that is manageable with 30 employees can become a serious liability with a workforce of 300. 

Any payroll system can process pay, but the really powerful ones are those that understand the work behind the pay, regardless of business size.

The real question goes beyond blended overtime

Weighted average and blended overtime isn’t just testing whether your payroll system can do the math. It’s testing whether your workforce systems can accurately capture how work happens across your organization. Discover how Workforce.com brings scheduling, time tracking, HR, and payroll together in one platform, helping businesses eliminate manual workarounds and maintain payroll accuracy as operations become more complex. Book a demo today.

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