Companies that deliver by project almost always run mixed teams: full-time employees, part-time colleagues and independent contractors. Each category carries a different record-keeping regime and a different legal exposure, and treating them identically is precisely the mistake that surfaces during an inspection. Over all of it sits the commercial question: what did the project actually cost in people's time.
Full-time employees, part-timers and independent contractors — each with their own record-keeping and reporting rules, managed from the same place. Configured for working-time rules in Italy and for reporting to l’Ispettorato Nazionale del Lavoro.
Hours are recorded against concrete activities, and consumption against the project's time budget is visible as work progresses rather than at close-out. Configured for working-time rules in Italy and for reporting to l’Ispettorato Nazionale del Lavoro.
Reports show who is consistently working beyond their hours and who has room, so work can be redistributed before someone burns out. Configured for working-time rules in Italy and for reporting to l’Ispettorato Nazionale del Lavoro.
When a project closes you gather feedback from the manager, peers and — where it makes sense — the client, and the conclusions go straight into the employee's review record. Configured for working-time rules in Italy and for reporting to l’Ispettorato Nazionale del Lavoro.
The cost of the people assigned is derived from recorded time and payroll data, so the project margin is known before invoicing. Configured for working-time rules in Italy and for reporting to l’Ispettorato Nazionale del Lavoro.
Each contractual relationship is administered under its own rules: employees are subject to working-time records and statutory register filings, while independent contractors are tracked against deliverables and contract terms. The system keeps them separate while still giving one view of total team capacity.
Where the relationship in practice shows the features of employment — imposed hours, subordination, tools provided exclusively by the company — there is a risk of reclassification as dependent work, with tax and contribution consequences. Records therefore need to reflect how the collaboration actually works, not just the form of the contract.
Capacity reports compare recorded hours against contracted hours and planned allocations, per person. A repeated pattern of overrun shows up as a signal before it becomes a health problem or a resignation, and reallocation happens in the same place the overload is visible.
4softhr combines time recorded against the project with payroll data to produce the real cost of the people assigned. The result is available while the project is running rather than only at close-out, so a budget overrun can be corrected while there is still room to act.
