Employee introduction
Objective. Give the customer a clear, honest script to introduce Time Champ to the employees being measured - what is captured, why, who sees it, and what it is not - so trust is set before data is.
A short briefing outline and talking points the customer delivers to their own employees. It states plainly what is captured and what is not, who can see it, and the purpose, because capture without honest communication is the fastest route to mistrust, grievances and gamed data. This is the employee-facing companion to the capture-and-trust foundation (F04) - the customer owns the message; the kit keeps it honest.
See it in the demo
What it is and when to use it
The employee introduction is the message the customer gives to the people whose work will be measured, before monitoring or capture goes live. Use it as part of onboarding, delivered by the customer's own leadership, not by Time Champ. It matters because a workforce that first learns about capture from a rumour or a surprising dashboard will distrust the whole programme - and distrust shows up as grievances, works-council escalation and gamed behaviour that corrupts the very data the customer paid for. Honest, early communication is a prerequisite for trustworthy data, not a nicety.
The briefing outline - copy this
Delivered by: ____ (customer leader) Audience: ____ Date: ____
- WHY - the business reason in plain terms: 'We are using Time Champ to understand how work flows so we can fix the things that slow you down and staff fairly - not to watch individuals.'
- WHAT IS CAPTURED - state specifically and only what the account's capture policy actually collects (confirm with the admin and product). Do not overstate or understate.
- WHAT IS NOT CAPTURED - be explicit about the boundaries the policy sets.
- WHO SEES IT - which roles see team-level vs individual-level data, and the access scope.
- HOW IT IS USED - for routines, staffing and improvement; and how it is NOT used (not a surveillance or gotcha tool).
- WHAT IT MEANS FOR YOU - a non-productive label is not an accusation; it is a signal to look at process, not blame.
- QUESTIONS + CONTACT - where employees raise concerns.
ONE HONEST SENTENCE to anchor it: 'Here is exactly what we see and what we do not.'
How to fill it
Fill sections 2 and 3 with the account's real capture policy, confirmed with the administrator and with product - this is the part you must get exactly right, because an overstated claim frightens people and an understated one becomes a broken-trust moment when they discover the truth. Match sections 4 and 5 to the actual role and access scope configured in the account. Keep the language the customer's own, in their voice; the kit supplies the honest skeleton, the customer supplies tone and context. Deliver it live where possible, with time for questions, and give a named contact for concerns. Where the customer has works-council or legal obligations, their own process leads and this briefing supports it - it does not replace it.
The honest caveat
This is a communication tool, not legal or compliance advice - where employee monitoring is subject to works councils, consent law or local regulation, the customer's own legal and HR process governs, and specifics are confirm-with-product-and-the-customer's-counsel, never asserted by Sales or CSM. Do not script a claim about what is captured that you have not confirmed against the account's policy; the credibility of the whole programme rests on sections 2 and 3 being exactly true. The introduction sets trust at the start; it does not maintain it - that depends on the customer using the data as described, so the 'how it is used' promise must match the routines managers actually run (KIT-06).
Interpretation check
A non-productive application label is not proof an employee did no useful work, and capture is not surveillance. The introduction must state exactly what is and is not captured, because employees who learn the truth later - after being told something softer - lose trust in the whole programme.
Practical task
Adapt the briefing outline for a real or seeded account: fill the what-is and what-is-not-captured sections from the confirmed capture policy, match the who-sees-it and how-it-is-used sections to the configured access scope, and produce a 15-minute script the customer's leader could deliver with a named contact for concerns.
Self-check
Why must the employee introduction precede go-live rather than follow it?
A workforce that first learns about capture from a rumour or a surprising dashboard distrusts the programme, which shows up as grievances, escalation and gamed data that corrupts the very numbers the customer paid for.
Which two sections must be exactly true and confirmed?
What is captured and what is not captured - confirmed against the account's real capture policy with the admin and product. Overstating frightens people; understating becomes a broken-trust moment.
Who delivers the introduction and whose message is it?
The customer's own leadership delivers it in their voice; the kit supplies the honest skeleton, not the delivery. Time Champ does not address the customer's employees directly.
An employee asks about the legality of monitoring. Who owns that answer?
The customer's own legal and HR process; monitoring law and works-council specifics are confirm-with-the-customer's-counsel and product, never asserted by Sales or CSM.
Verified vs demo. The outline is reusable; what is captured, who sees it and how access is scoped are account-specific and confirm-with-product. Monitoring law, consent and works-council obligations are the customer's legal and HR responsibility, not a Sales or CSM assertion.