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There isn’t really a “quick” answer on this. It really depends on the goal of your reports. A general philosophy is that anything tied to project or client profitability should not use whole day RDC, which rewards PM’s for working employees beyond their scheduled hours. These reports should typically be run to include “Engagements in the entire organization”, and should charge the project 1 hour of labor for 1 hour worked (or for overtime, if appropriate). That said, it’s really a business decision.

• If an employee works 10 hours in 1 day, should the project be charged for 10 hours of labor or for 7.5 hours of labor? With whole day RDC, the project would be charged for 7.5 hours of labor.
• If the same employee works 10 hours, but now spread over 1.5 days, the project would be charged for 10 hours of labor.  (it’s not ambiguous here).
• With whole day RDC, if the employee worked over the weekend, the project would not be charged for any labor.
• Additionally, with whole day RDC, if the employee only entered 3.75 hours for that day, the project would still be charged for 7.5 hours.

That's why we generally don’t recommend whole day RDC for project-related profitability measurement. It makes it harder to compare project performance, because you could have one PM that demands weekend and off-hours work and another who doesn’t, and the one who does would look more profitable.

Anything that is resource based (utilization, resource profitability) should use whole day RDC, but only for actuals so you don’t penalize an employee who isn’t 100% scheduled yet.

You may find yourself running two reports. One by resource with Whole-Day ON and another by engagement with Whole-Day OFF.