Most bookings need more than time. They need somebody who can actually do that work, often a room or a vehicle, sometimes a second person, and always the hours those people really work rather than the hours on the door. Scheduling means holding all of that together at the moment of confirmation, because the day is where a missing piece is discovered, and by then it costs a phone call and an apology.
A booking is not only a time — it is a person, a room and a machine, all of which can be busy. Booking the time and discovering the rest afterwards is how a day falls apart.
The people who deliver the work and everything they need to deliver it: consulting rooms, treatment rooms, chairs and tables, courts and halls, vans and cars, machines, and the countable equipment that leaves with a job. It fits a single person who is also the only resource, and a team of a dozen across two locations where four things have to line up before anybody can say yes.
It is not a rota planner and does not decide who should work which shift, it does not calculate overtime or holiday entitlement, and it is not a human-resources system. It knows when somebody is available and what they can do — not what they are paid or how their week should be arranged.
Three failures that look like scheduling problems and are really missing information.
One person does colour, one is qualified for the gas work, one has the licence for the van. A schedule that treats staff as interchangeable will send the wrong person, and the customer finds out at the door. Skills belong on the person and are checked when the work is assigned.
Two people free and one treatment room is one appointment. Three engineers and two vans is two jobs. When only people are scheduled, the second constraint is remembered by somebody, and remembering fails on the busy days rather than the quiet ones.
Somebody starts at ten on Tuesdays, somebody leaves early on Fridays, somebody is on holiday for two weeks in August and somebody has a standing commitment every second Thursday. A schedule built on the shop’s hours promises time that specific people do not have.
Four steps, and the last one is the one that keeps it true after the first month.
Real working hours by day, days off, holidays and the services each person actually performs. If somebody only does two of your six services, saying so here removes a whole class of mistakes later.
Rooms, vehicles, equipment and countable stock that genuinely stop two jobs happening at once. Everything else stays out of the schedule, because a list of resources nobody checks makes the view harder to read without making it truer.
This service needs a qualified person and a room; that one needs two people and a van; another needs nothing but the person. The requirement lives on the work, so every booking of that kind is checked the same way regardless of who takes it.
Training mornings, maintenance, a vehicle off the road, a week of holiday. Exceptions belong beside the schedule rather than in a message, and the moment they live elsewhere the whole thing starts lying again.
Three checks that run together, because a booking with three of the four things it needs is not a booking.
Assignment respects who can do the work. Somebody without that skill is not offered, and a booking cannot be quietly moved to them later.
Room, vehicle, equipment and countable extras are verified with the person for the whole period plus buffers. A missing piece produces a refusal that names it rather than a confirmation that fails on the day.
Where the work genuinely takes a pair, both are held. Neither can be given away to something else, which is the difference between a schedule and a wish.
A skill that was missing, and a van that was not.
A customer asks for the service only one member of staff performs, on a week she is on holiday. The calendar does not offer it and the desk says so immediately, rather than booking it and calling back on Thursday to unpick it.
The third job of the morning has a person free and no vehicle. It is refused with the van named, moved to the afternoon when one returns, and nobody spends nine o’clock discovering it in the yard.
A schedule is a record about employees as much as about work, and that deserves a decision rather than a default.
Working hours, days off, the services somebody performs and the assignments they hold. Not performance notes, not medical reasons for absence, not anything an employment record should carry. A day off does not need a reason to be in the calendar.
A member of staff usually needs their own day and the details of their own jobs; not everybody needs every customer’s contact details or the whole business’s numbers. What each role can see is set when the team is set up.
Write down who genuinely does what — the honest version, including the service somebody technically can do but never should. Enter real working hours, including the person who starts late on one day a week, and put the known holidays in before the season. List only the resources that really constrain you; a room you have three of is not a constraint. Say what each type of work requires, and be strict about two-person jobs, because those are the ones that quietly fail. Then check a normal week against the schedule and look for the places where you would still have to ask somebody.
It answers who and what is available. Deciding how people should work is management, not the platform’s job.
Base does not build a shift pattern, does not balance workloads across a team and does not decide who works Saturday. It takes the hours you tell it and protects them.
Hours worked, overtime, absence policy and pay live in the systems you already use for employment. The schedule ends at what was booked and who it was assigned to.
A skill nobody recorded, a van nobody entered and an unwritten rule about who covers which area cannot be enforced. The schedule is as honest as what was put into it.
The Free plan (€0) covers 2 staff accounts and 5 bookable items, enough to try resource scheduling software against a real week. Standard (€19/mo) and Pro (€39/mo) are priced per business. Whatever the plan, employee scheduling for bookings works the same way: each person’s real hours, services and holidays, plus the rooms and vehicles a job needs, are checked together at confirmation.
Yes. Each person carries the services they actually perform, and work is only offered against people who can do it.
Yes. All the resources a job requires are checked together with the person and the buffers, and a refusal names the piece that was missing.
Yes. Where the work needs a pair, both people are held for the whole period, and neither can be assigned elsewhere at the same time.
As real working hours and exceptions on each person, so a late start on Tuesdays or two weeks in August removes exactly the right availability.
No. It protects the hours you set and does not decide who should work when. Rotas, overtime and pay stay in the tools you already use.
Next step
Registration takes an email address. The operating model, services and resources are configured afterwards, in the console.