Schedule against the work you actually have

No. UpKeep Workforce captures and approves hours and allocates them to work, assets, and cost centers, then exports to payroll. Running payroll means handling tax, garnishments, and filings, and that belongs in ADP, Paylocity, UKG, or whatever you already run. We are the layer that tells payroll what the hours were and tells finance what they were spent on.

It supports shift differentials, premium and overtime rules, and break tracking, and it records the data a compliance review needs. But collective bargaining agreements vary enormously and state break law is specific, so the honest answer is that rule configuration is an implementation conversation. If you have a complex CBA, bring it to that conversation early rather than late.

Because a workforce management vendor knows who is on shift and has no idea what needs doing. We already hold the labor demand: every open work order, the PM plan for the next quarter, and project hours with estimates. Scheduling against real demand is the part that is hard to do from the outside. If your only need is time and attendance across a large hourly workforce, a dedicated WFM vendor is a reasonable choice.

Yes, and many teams should start there. Shift coverage, certification-gated assignment, and capacity planning stand on their own and are where the differentiation is. Time capture is the piece customers ask for most, but it is also the piece most likely to already be solved elsewhere in your business.

From the mobile app, either by clocking in and out or by starting and stopping time against the work order they are on, which is the more useful option because it produces cost allocation as a side effect. Offline capture works and syncs when connectivity returns.

Both, and they are the same data. A technician can clock in and out, start and stop time against the work order they are on, or fill in a weekly sheet at the end of the week, whichever suits the crew. However the hours arrive, they land on work orders, roll into one weekly sheet per person for approval, and close into a pay-period summary. Teams with office-based planners and mobile technicians usually end up using more than one of the three.

Employee records, cost centers, and labor rates typically sync in from HR or the ERP so there is not a second employee master to maintain. Approved hours sync out to payroll. Which system owns which field is decided during implementation.

Yes. Crews, coverage requirements, and capacity roll up by site and region, with permissions controlling who sees which sites. Multi-site teams most often use this to see where a plant is chronically short of hours against its own PM plan.

It fills the largest gap in it. Parts cost is captured today because someone issues a part; labor is usually estimated or ignored. Once hours book to work orders, total cost of ownership, repair-versus-replace analysis, and capital planning all rest on measured numbers rather than assumed ones.