Scheduling and Attendance - Manager Reference

Building and Approving Schedules

Scheduling Principles

• Build schedules in SalonBiz at least one week in advance
• Ensure adequate coverage during peak hours and on Saturdays
• Distribute desirable and less desirable shifts fairly across the team
• Account for employee availability preferences while prioritizing business needs
• Do not schedule employees in a way that denies legally required meal or rest breaks

Overtime Authorization

• California law requires overtime pay for hours worked beyond 8 in a day or 40 in a week (Labor Code § 510)
• All overtime must be pre-approved by the salon owner or manager. Employees should not work overtime without authorization.
• However, if an employee works unauthorized overtime, you must still pay for it. You may address the policy violation through progressive discipline, but you may never withhold wages for hours actually worked.
• Double-time applies after 12 hours in a day and for all hours worked beyond 8 on the seventh consecutive day in a workweek

Meal and Rest Break Scheduling

California law requires (Labor Code § 512; IWC Wage Order 2):

Meal Breaks:

• A 30-minute unpaid meal break must be provided before the end of the 5th hour of work
• A second 30-minute meal break must be provided before the end of the 10th hour of work
• Employees must be relieved of all duties during meal breaks
• If a meal break is missed or interrupted, the employee is owed one additional hour of pay at their regular rate (meal period premium)

Rest Breaks:

• A paid 10-minute rest break for every 4 hours worked (or major fraction thereof)
• Rest breaks should fall in the middle of the work period when practicable
• If a rest break is missed, the employee is owed one additional hour of pay at their regular rate (rest period premium)

Manager action: Schedule client appointments so that every employee can take their required breaks. Do not book clients back-to-back through a break window. If a service runs long and threatens a break, intervene to ensure the break is provided.

Handling Call-Outs

When an employee calls out:

1. Document the call - record the date, time of the call, employee name, reason given (general - do not press for medical details), and expected return date
2. Determine coverage - check SalonBiz for the employee's appointments and reassign or reschedule as needed
3. Do not deny protected sick leave - if the employee has available sick leave hours and is using them for a qualifying reason, the absence is protected under California law
4. Track the absence - note whether sick leave was used, and update the employee's attendance record

Patterns to Watch

• Frequent absences on the same day of the week
• Absences that consistently fall before or after days off
• Repeated tardiness followed by early departures
• Call-outs that exceed available sick leave

If you observe a pattern, address it through a private conversation first, then through progressive discipline if the pattern continues - but never discipline an employee for using legally protected sick leave.

Documenting Attendance Issues

When to Document

• After a verbal reminder for a first tardiness occurrence
• When issuing a written warning for repeated tardiness or an unexcused absence
• When a no-call/no-show occurs
• When patterns of problematic attendance emerge

How to Document

For each attendance incident, record:

• Employee name and date
• Scheduled shift time
• Actual arrival time (for tardiness) or confirmation that the employee did not report (for absences)
• Whether the employee followed the call-out procedure
• Whether sick leave was used
• Any explanation provided by the employee
• Action taken (verbal reminder, written warning, etc.)

Keep attendance documentation in the employee's personnel file. Provide the employee with a copy of any written warnings and have them sign to acknowledge receipt.

No-Call / No-Show Response

A no-call/no-show is one of the most disruptive attendance events. Follow this process:

1. Attempt to contact the employee by phone after they are 15 minutes past their shift start
2. If you cannot reach them, document the attempt (time called, result)
3. Reassign or reschedule their clients
4. When the employee returns or makes contact:
   • Have a private conversation to understand what happened
   • Issue a written warning for the first occurrence
   • Escalate through progressive discipline for repeat occurrences
5. Three consecutive no-call/no-shows are treated as voluntary job abandonment (voluntary resignation) - consult the salon owner before finalizing this determination

Shift Swap Approvals

When employees request a shift swap:

• Verify that both employees are qualified to cover each other's appointments (same license type, comparable skill level)
• Confirm that the swap does not create an overtime situation for either employee
• Approve or deny the swap and update SalonBiz accordingly
• Both employees must be notified of the decision

Do not approve swaps verbally and forget to update the system - if SalonBiz does not reflect the swap, confusion and coverage gaps will follow.

Saturday Huddle - Manager Checklist

As the manager leading the Saturday 8:45 AM huddle:

• Prepare any announcements (schedule changes, policy reminders, upcoming events)
• Confirm the dress code color for the week (if applicable)
• Review the day's appointment load and flag any high-volume or complex services
• Address any team concerns or questions
• Keep it brief - 10 to 15 minutes maximum

Key California Law References

If you are unsure whether an absence is protected under California law (sick leave, CFRA, PDL, or another statute), do not take disciplinary action until you have consulted with the salon owner or employment counsel.

Last reviewed: March 2026