Candidate services

Decision

Keep three concepts in the portfolio register:

Timecard exception control — highest-priority candidate because it is directly upstream of billing.
Onboarding and credentialing control — credible workflow fit with prior delivery patterns, but unclear buyer ownership and dense competition.
Incident and safety compliance control — high consequence, but its standalone boundary from workers’ compensation is unresolved.

None may receive a standalone service page, price, campaign, or proposal label until it passes the promotion rules and evidence gates.

Candidate register

Working label	Buyer and job hypothesis	Consequence to test	What supports exploration	What must be learned before naming or selling
Timecard exception control	Finance, Payroll, or Operations needs approved time to reach pay and bill cutoffs despite missing, conflicting, or late records	Payroll urgency, billing delay, correction effort, and client escalation	Close adjacency to billing; shared assignment, approval, client-rule, exception, and evidence patterns	Which buyer owns budget; exact trigger-to-close boundary; representative exception volume and causes; direct baseline; system access; willingness to fund a Sprint; evidence that it is distinct from Billing Control rather than one module
Onboarding and credentialing control	Operations or Compliance needs a worker to move from intake to payroll-ready, assignment-ready, or credential-complete status across client-specific rules	Delayed starts, lost billable time, rework, expired evidence, and compliance exposure	Prior delivery patterns for intake, consent, screening, approvals, payroll handoff, reminders, and evidence	Whether onboarding and credentialing are one or two jobs; primary budget owner; funded consequence; best-fit staffing segment; competitive alternative; durable wait and reminder execution; integration feasibility; measured outcome; publishable proof
Incident and safety compliance control	Safety, Risk, or Operations needs incidents, qualifications, training, OSHA records, and branch obligations to remain timely and reviewable	Regulatory exposure, client risk, missed qualification, repeat incidents, and administrative load	Reusable safety, document, alert, deadline, branch, and reporting controls from private delivery	Standalone buyer and budget; boundary from Workers’ Compensation Control; legal and regulatory review ownership; authoritative data sources; required integrations; direct measure; demand beyond one client context; proof permission

The weighted order and current scores live only in Portfolio prioritization.

Candidate learning briefs

Timecard exception control

Question to resolve: Is this a distinct funded service or the upstream portion of Staffing Billing Control?

Minimum learning plan:

Interview Finance, Payroll, and Operations separately; do not assume the same role owns urgency and budget.
Trace one pay and bill cycle from scheduled work through approval, correction, payroll cutoff, and invoice handoff.
Quantify late, missing, conflicting, and rejected timecards by cause, age, client, and dollar or payroll consequence.
Test access to ATS, VMS, timekeeping, payroll, email, and client approval evidence.
Define which corrections can be automated and which require client, manager, payroll, or worker authority.
Ask whether a buyer would fund a standalone Sprint or only add the workflow to Billing Control.

Promotion requires a distinct buyer/job or strong evidence that the service should merge into Staffing Billing Control.

Onboarding and credentialing control

Question to resolve: Which job has a clearer buyer, consequence, and competitive opening—getting a worker payroll-ready or keeping a worker credential-complete?

Minimum learning plan:

Separate intake, consent, screening, customer approval, payroll activation, credential collection, expiration, and assignment eligibility in research.
Identify the event the buyer considers complete and the consequence of each delayed day.
Compare current ATS and credentialing-platform capabilities with the actual client-specific residue.
Determine whether the sponsor is Operations, Compliance, HR, Payroll, or a client-program leader.
Validate durable execution for long waits, reminders, restarts, stop paths, and repeat screenings.
Measure time-to-ready, exception age, completion, manual touches, delayed starts, or another buyer-owned baseline.
Obtain evidence outside the existing private delivery context.

Do not lead with generic onboarding automation. A standalone service needs a sharper job and difference than a checklist or portal.

Incident and safety compliance control

Question to resolve: Is there a repeatable preventive-safety service outside the claim-control buyer and workflow?

Minimum learning plan:

Define whether the core job is incident intake, driver qualification, training, OSHA record control, branch compliance, or another bounded path.
Identify the accountable buyer and who owns legal or regulatory interpretation.
Separate operational reminders and evidence control from legal advice, certification, or safety judgment.
Verify authoritative sources and access for driver, training, incident, branch, and regulatory data.
Select a direct process measure before discussing incident-rate, premium, or legal outcomes.
Test whether buyers fund the job separately or expect it inside Staffing Workers’ Compensation Control.
Secure independent demand and permissioned proof.

Rules while a concept is a candidate

Use a descriptive working label, not a trademark-style service brand.
Invite the buyer into a problem interview or a Workflow Design Sprint only when the Sprint can answer a real investment decision.
Do not assign candidate-specific pricing; use the canonical Offer ladder after qualification.
Do not imply delivered or measured results. Check the claim register.
Record discovery and demand evidence through the Sales playbook.
Update the scorecard when evidence changes; do not promote from enthusiasm, technical novelty, or one inbound request.