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A record of hours spent on work, usually split by project, client or task, filled in by the employee and approved by a manager. It answers what the time was spent on, which attendance alone does not, and is the basis for client billing and utilisation.
Not the attendance record. Attendance shows presence for pay; a timesheet allocates the hours worked.
Timesheets are usually filled weekly and approved by a project manager before the end of the month, because client invoices and project costing are built from approved hours. HR or operations chases the gaps, and the last working days of the month are when the chasing is heaviest.
As an example, a consultant whose attendance shows 21 days present logs 152 hours: 120 to two client projects, 20 to internal work and 12 to training. Finance bills the 120, and the other 32 explain where the rest of the time went.
The mistake is letting timesheet hours and attendance disagree without a check. If an employee was on approved leave but logs billable hours that day, or was present all week but logs nothing, one record is wrong. A simple monthly comparison of both before invoicing catches these cases early.
Attendance records whether and when someone was present; a timesheet records how that time was spent across tasks, projects or clients. Hours on a timesheet should not exceed the hours attendance shows.
Usually the project or line manager, on a weekly or monthly cycle. Where one person works across projects, each project owner may approve only their own hours.
Yes, in services firms approved timesheets often support client invoices and project costing. Clients may ask to see them, so entries should describe the work, not just the hours.
Late submission, filling in from memory, and mismatch with attendance. Regular reminders and checks help.
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