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Staff Manual

Stuart Rodgers Photography


     Dedicated to providing the best service, product and artistic value to our clients.  Our goal is to make every client pleased with every contact with our company and product received from us.  Staff members here are treated as adults and equals.  As such, you are expected to make sound business decisions on the job that contribute to the success of the company, your fellow workers, and yourself.


     Our philosophy is built on participation and involvement.  Don’t settle down.  Give opinions, seek opportunities and advancement, always say what you think.  Don’t just be one more person in the company.

     Your opinion is always interesting, even if no one asked you for it.  Make your voice count.  Your seed of and idea can be built upon and grown.

     Stuart-Rodgers and its people must strive to communicate with frankness and honesty.  You must be able to believe fully in what is said to you by your co-workers.


     It’s only worth working at a place in which you can be proud.  Create this pride by ensuring the quality of everything you do.  Don’t let a product leave the company if it’s not up to the highest standards.  Don’t write a letter or a memo that is not absolutely honest. 


     We at Stuart-Rodgers expect to treat all our customers, suppliers and fellow staff members with absolute courtesy, fairness, and honesty. 

      At no time should anyone be misled about our prices, services or policies.  We reserve the right as business people and artists to withhold sensitive professional information as needed.  Therefore, we will not disclose names of labs that we use, retouching artists, oil artists, or any other such information.  We will also maintain the right to our copyright privi­leges and stand up to any possible customer intimidation in this regard.  Customers under no circumstances have the right to copy any of our work without written consent.


Full time staff are expected to work overtime during our busy season from August through December.  The expectation during that period is for permanent employees to work 45 - 48 hours per week.

    Sales staff will be scheduled for 5 days per week including a Saturday.  You will be expected to be at the office 1/2 hour before the start of business each day and 15 minutes after closing.  Production staff have more flexible hours but are responsible for making sure they work the required hours per week.

    All staff are required to punch in and out on the computerized time tracking system that can be accessed from any terminal in either office.  Failure to punch in or out will result loss of eligibility for bonus pay and commissions.


     Medical and Dental insurance is available through Stuart-Rodgers after three months of employment.  Coverage is available for employees and their families.  The cost of the coverage is born by the employee for the first six months.  After six months of service, Stuart-Rodgers will pay one half of the individual coverage (not family).  These payments will be in the form of payroll deductions.    Thirty five or more hours per week constitutes full-time work.


As another part creating a professional and positive experience for all of our important clients, we are instituting the following company dress code.  During working hours, this code is to be followed: 

Production and back room staff:

bulletJeans and otherwise casual attire is appropriate
bulletNo clothing with words, characters, symbols or pictures 

Studio Sales and Photography Staff: 

bulletBusiness Casual Attire  
bulletNo clothing with words, characters, symbols or pictures 
bulletFor men: slacks and polo or button down shirt, no tee shirts or jeans
bulletFor women: dress slacks and a dress blouse (no bare shoulders) or below the knee skirt with a dress blouse (no bare shoulders) or dress (no bare shoulders).  No tee shirts or jeans.   

Weddings and corporate candid events:  

bulletDress to the level of the guests.  If it’s black tie for guests, we are black tie, if it’s business attire for guests, we wear dress slacks, a white button down shirt, tie and dress shoes.  
bulletI feel for Black tie events a woman should be a little dressier than white button down following the above rules.


bulletSame as studio sales and photography staff 

Location Sittings: 

bulletBusiness casual is generally appropriate unless you will be shooting at a formal event in which case you will need to match the event attire

General rules: 

bulletAll tattoos are to be covered
bulletAll piercing other than ears need to be removed or covered  
bulletFor women long sleeve blouses are recommended
bulletNo clothing with words, characters, symbols or pictures
bulletSoliciting business for yourself is strictly forbidden while on Stuart-Rodgers assignments and will be grounds for immediate dismissal

Evanston rules for attire and traffic on the sales floor: 

We are creating a sales, photography and marketing environment  here that stresses professionalism, service, empathy and attention to detail.  As part of that image, we ask that if you are on, walking through, or in any way close to the sales floor, you be dressed appropriately for it.  That means, if you are dressed casually: 

bulletIf you need to talk with a salesperson, ask them to come to your desk, do not go to theirs
bulletUse the back stairs when possible, not the front stairs
bulletUse the upstairs kitchen area

The goal with this is to continue improving and professionalizing our image at the client contact level.  It will also reduce traffic through the sales areas which will improve the clients experience as well.


     As in any service organization, it is necessary that each employee assume the responsibility for the work assigned to him or her and com­plete this work on schedule.  Needless to say, when you are sick and not at work, it throws a heavy burden on your fellow workers. To have the Sick Pay reflect the working environment and individualize the burden that absences place on co-workers,  the sick leave policy will be as follows:

     You are entitled to one sick day during each calendar quarter.  They do not accumulate. One sick day per calendar quarter is payable.  More than 1 sick day taken in a quarter is not payable.  Paid sick leave is allowable after three months of employment.   

     Time when you are out sick will be paid at 1/2 your normal salary.  It can never be used as overtime.  This benefit is only available for staff who have been here for one full calendar year and is not pro-rated.  At the end of the calendar year (12/15), those employees who have not taken time off sick during the year will be awarded bonuses as follows:

If you have had no absences, you will be paid of bonus worth 3 full days salary.
If you have taken one day, you will receive a bonus worth 2 full days of salary.



     You must be employed full-time for three months before holiday benefits can be paid.  New Year’s, Memorial Day, July 4, Labor Day, Thanksgiving, and Christmas will all be paid holidays.  If any of these falls on a day when you are normally off, you will receive another day off. To receive pay for the day, all full-time staff members must be here the day before and the day after a holiday unless you are on approved vacation time (if it is a regularly scheduled workday).


    Our policy is to pay photograph rates on jobs that are done after normal business hours.  Assignments done during normal business hours are not billable on separate pay sheets at the photography rate.

       Your normal salary is paid to cover these hours and it is not our policy to pay extra for this.  Pay sheets will be accepted only for jobs done after hours or on days that are your normal day off.  Photography pay sheets must be submitted for payment within 2 months of the job date.  Sheets held longer than 2 months will not be payable.       

Turning in jobs Ontime:

In order to turn jobs around within the delivery dates promised to our clients, they must be on our servers within 24 hours of the shoot (or by the Monday following any Friday, Saturday or Sunday shoot). 

Photo pay rates for jobs done off site include a 25% on-time delivery bonus.  If images for a job are not delivered to Stuart-Rodgers within 24 hours of the shoot or as specified above for weekend work, this 25% bonus will be deducted from your pay for the job.  When a job comes in late, an email will be automatically generated to you and the accounting department.

If you have geographical issues related to getting your jobs turned in, we have an FTP site that can be accessed and used for job submission. 

Lost or Mixed up Seniors:

Last year production spent days fixing problems related to cards being downloaded to incorrect folders or never being downloaded at all.  In many cases sales also needed to get involved calling clients to re-schedule or asking them to "describe their son or daughter".  None of it was professional or up to the standards we sell to the schools or expect from one another.  In the end, the problems were related to human error in the card handling process on site.

Senior Shooting rates include a $10.00 / hour successful completion bonus.  To be eligible for the bonus there can be no lost or mixed up sittings from any photographers on the day that you shoot.   We encourage you to be careful with your images and copying.  Also make certain the other staff on the job with you are getting the job done correctly since the bonus is applied to everyone shooting on the day in question. 

Missing or failed uploads take 1 - 2 weeks to appear and the successful completion bonus will be deducted from your next check if problems appear.  Be careful, and make sure everyone on the job is being careful.  No lost or mixed up images, ever.

Three areas to watch on site:

Always use Fox to copy cards (call for help if it's not working but NEVER copy by hand)
Check your downloaded folders (each time) 
Check your portable drives (properties on both from and to folders) before putting the drive in the envelope to go to Evanston


    Stuart-Rodgers believes everyone should take their vacation every year.  It is vital for your health and the company’s welfare.  No excuse is good enough for accumulating vacation days for “later”.                   

     After an employee has been a full time employee with the company for one full year, he or she is entitled to two weeks paid vacation to be taken over the course of your second year of employment.  Vacation time is not accumulated so be sure to take yours each year. Vacation times must be staggered, so please check with the scheduling manager as soon as you know the dates that you would like for your vacation.  The schedule will be made out on a first come first served basis.  When a holiday occurs during your vacation, you will be entitled to an extra day.  When planning vacation time, the following rules will apply:


1 - 2 weeks of vacation must be scheduled between January 1 and May 15th.  If you are eligible for three weeks of vacation, a minimum two weeks of accrued time must be taken during this time.  If you are eligible for two weeks of vacation, a minimum of one week must be taken during this time.


No more than one week can be scheduled between May 15th and August 1st.


No vacations will be allowed between August 15 th and December 31st.   No requests for vacation during that time will be accepted or considered.  If you submit a request during that period, none will be granted. 

Please be aware of the following policies regarding scheduling of vacation time and time off:


Vacation time is allotted and signed up for on the Vacation schedule that is circulated early in the year.  Please make EVERY effort to have signed up on this by February 28th.  If NOT, we will need six weeks notice and these requests may not be able to be approved based on scheduling needs along with other company priorities. 


Each staff member will be allowed 3 “last minute” changes per year to their schedule.  This type of change includes “I’m working late and want to come in late.”, “I’m going to a party and want extra time off.”, “I’m having a friend in for the night and want to work ½ day.”  Please use these changes wisely.  Holly and Kathy will be keeping track of these requests and they must be made by email.


For staff photographers, if you are scheduled to work on a day when you also have a job, you are expected to be in the office at the start of business that day.


For sales staff, our doors open at 9:00 and close at 5:00, that means we arrive at 8:30 and are ready to open at 9:00, not walking in the door at 9:00.  Closing at 5:00 means that we close the doors and stop handling clients at 5:00 and begin the end of day process.  It does not mean that we begin the end of day process at 4:30 and race out the door at 4:59.



    At times we have had to turn away commercial candid assignments because we could not find anyone to cover them.  We are in the photography business and we must cover this type of event.  Turning them away not only looses that particular job, but also potential future jobs from that client.  By saying “no”, we force the client, who we have fought hard to get, to call a competitor and have the competitor build the relationship … we will not survive long as a retail photo studio under those circumstances.

    Photographers will be assigning on-call evenings.  If you are scheduled as “on-call” understand that if a client calls for a last minute job, you are expected to cover it.  Being “on-call” will be considered part of the job requirements covered by your regular salary here.  Any jobs that may come in for you on your “on-call” evening will be compensated at your regular photography rate.


    In addition to having and "on-call" assignment, other weeknight evening and weekend jobs are a normal and expected part of your responsibilities as a photographer here.   These jobs are part of the bread and butter of our business and we invest thousands of dollars annually to develop the referral network that brings them to us.  Please understand that shooting these jobs is part of your responsibility as a photographer here and Kathy and Holly will assume you are available unless otherwise planned for on the vacation schedule.

    We will be assigning these jobs based upon which staff photographer has the best qualifications for the job and notifying you of the assignment by email or telephone ahead of time. 


    Overtime is calculated by a combination of our punch system and the worksheets posted at:


    Because may staff here have variable pay rates, we have provided these template worksheets for you to use when calculating the pay due you.  Federal law states that you are eligible for overtime for any time over 40 hours, that you work in a 7 day week (168 hour period). The software that prints the timecard reports accounts for two full weeks in every pay period and automatically splits out any overtime payable for those two weeks. You are not however, eligible for overtime for hours over 8 in the "dangling" day.

    The only way to calculate if those "dangling" hours are overtime eligible, is to make the calculations by hand and submit them in a consistent and logical form showing how many hours over 40 you have worked in the following 168 hour period that includes the "dangling" day. We will be happy to pay for those hours as overtime given correct and consistent documentation provided by you.


     Paychecks are issued on the 15th and the last day of each month.  If that day comes on a Sunday or Holiday, you will be paid on the following day.  If that day comes on a Saturday, you will be paid on the preceding day.  All documented payroll information (eg. hours, commissions etc.) must be submitted to the accounting by the last day of the pay period as specified on the payroll schedule sheet or that pay will be de­ferred to the next pay period. Commissions do not accrue, nor are they payable, after your employment has ended. 

     All overtime must be preapproved before it is worked.

     Payroll will only be paid when the correct payroll period summary sheets are filled out and submitted.  These must be submitted on the last day of the pay period in question as listed at:


     When you are hired (full-time) you will be brought on the payroll at a “let’s get acquainted” salary.  Your salary and performance will be reviewed after 6 months on the payroll.  After that, you will have a performance review during the winter with management and/or fellow staff  members.

     Your compensation will be strictly tied to measurable performance goals.


Please be aware that at Stuart-Rodgers Ltd. we are committed to creating a working environment in which we all feel welcomed and comfortable.  Our goal is to ensure that everyone here can achieve their highest potential.  This is possible only by adherence to the highest standards of conduct in all our associations here.  Please read carefully the following publication from the US government and understand that in all ways we believe in and will enforce these guidelines.   

All conduct here will be held to the highest level of compliance.  No comments, emails, web browsing, phone conversations or other verbal or non-verbal communication that causes discomfort to fellow employees here will be tolerated.   

If an occasion arises that appears to be in-appropriate, please feel comfortable reporting it immediately to Scott or Holly.   

The U.S. Equal Employment Opportunity Commission

Facts About Sexual Harassment

Sexual harassment is a form of sex discrimination that violates Title VII of the Civil Rights Act of 1964.

Unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature constitutes sexual harassment when submission to or rejection of this conduct explicitly or implicitly affects an individual's employment, unreasonably interferes with an individual's work performance or creates an intimidating, hostile or offensive work environment.

Sexual harassment can occur in a variety of circumstances, including but not limited to the following:

bulletThe victim as well as the harasser may be a woman or a man. The victim does not have to be of the opposite sex.
bulletThe harasser can be the victim's supervisor, an agent of the employer, a supervisor in another area, a co-worker, or a non-employee.
bulletThe victim does not have to be the person harassed but could be anyone affected by the offensive conduct.
bulletUnlawful sexual harassment may occur without economic injury to or discharge of the victim.
bulletThe harasser's conduct must be unwelcome.

It is helpful for the victim to directly inform the harasser that the conduct is unwelcome and must stop. The victim should use any employer complaint mechanism or grievance system available.

When investigating allegations of sexual harassment, EEOC looks at the whole record: the circumstances, such as the nature of the sexual advances, and the context in which the alleged incidents occurred. A determination on the allegations is made from the facts on a case-by-case basis.

Prevention is the best tool to eliminate sexual harassment in the workplace. Employers are encouraged to take steps necessary to prevent sexual harassment from occurring. They should clearly communicate to employees that sexual harassment will not be tolerated. They can do so by establishing an effective complaint or grievance process and taking immediate and appropriate action when an employee complains.

These policies apply to all internal interactions with fellow employees as well as with interactions with clients and any other people in the work environment.  All interactions are expected to be professional, courteous and respectful.

Client Specific Rules:

bulletEmployees are forbidden to be alone in a one on one situation with any clients. 
bulletWhen photographing anyone, either a third person should be present or the door to the room propped open.
bulletStuart-Rodgers has the right to record and/or monitor any activity in client spaces.
bulletNo client phone numbers, email addresses, or social networking contact information will be collected for personal use.
bulletNo personal phone number, email addresses, or social networking contact information will be shared by employees with clients.


     This manual is designed to be a guideline for our growth as a company and as individuals.  Working as a team, we will all benefit from the increased rewards that our company attains.  The keys again will be teamwork, cooperation, communication, respect and ever higher expecta­tions of one another and ourselves.