Managing Your Employees

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Human Resource Management -- Learn to be a Pro.

Very few small business owners have had experience in human resource management. They hire on "gut instinct" rather than by using time-tested recruiting methods. They seldom know how to motivate and manage their workers. They don't teach their people how to "own" their jobs.

This 17-session, five hour portion of our curriculum is unquestionably the most valuable part of the entire program. Even the most successful owners say it is worth many times the price of the entire course and that it is a must for any cleaning business library.

Most people considering going into the house cleaning business tend to think their biggest challenge will be getting clients. However, the bigger challenge in this industry is recruiting, managing and retaining good employees. As Mr. Ditttelman said in the above excerpts from an article he wrote, "Finding and handling them properly makes it much more likely to make your business strong, efficient, and profitable."

Employee turnover in the residential cleaning industry tends to run between 300% and 400% annually. This kind of employee attrition is unacceptable if you are to grow a large and successful business. It does not have to be that way. Successful cleaning business owners can boast of having a large staff of workers who have been with them for years and years; five, ten, twelve years and longer.

Very few small business owners have any training or experience in human resource management. Their first mistake is during the recruiting process. Run a help wanted ad. Invite all respondents to come in for an interview. Conduct a brief chat. If their gut instinct (or desperation to find a warm body to fill a vacancy), offer the job. Send them out to clean houses with minimal training. This is a recipe for disaster.

Your success or failure in Human Resource Management begins with finding and selecting the employment candidates with the highest potential for success and tenure on the job. This course teaches you how to become an expert at this task by using a quantifiable, 5-step selection process during the recruiting phase. You simply rely on all the "numbers" adding up, rather than relying on instinct or gut feelings.

In total, this part of the House Cleaning Biz 101 course consists of 17 critical sessions totaling a combined 6 hours of information you won't find anywhere else. This part of our program alone is worth more than the entire course altogether. In fact, back in 1995 I paid $25,000 to a Human Resource Consultant for his input into helping us put this part of the program together.

CD 3: THE 3Rs OF EMPLOYEE DEVELOPMENT

Click on any title to preview the content of that particular session:

Session 1: THE 3Rs MODEL (Run Time: 7 Minutes)
Session 2: RECRUIT TO WIN (Run Time: Approximately 26 Minutes)
Session 3: CONDUCTING THE PHONE INTERVIEW (Run Time: Approximately 21 Minutes)
Session 4: THE APPLICATION AND INTERVIEW (Run Time: Approximately 28 Minutes)
Session 5: REFERENCE AND BACKGROUND CHECKS (Run Time: Approximately 24 Minutes)
Session 6: THE HIRING DECISION (Run Time: Approximately 11 Minutes)
Session 7: ORIENTATION FOR THE NEW HIRE (Run Time: Approximately 20 Minutes)
Session 8: TRAINING -- THE NEVER ENDING PROCESS (Run Time Approximately 37 Minutes)

Session 9: COMPENSATION (Run Time: Approximately 29 Minutes)
Session 10: TEAM COMPOSITION (Run Time: Approximately 10 Minutes)
Session 11: TEAM LEADERS (Run Time: Approximately 14 Minutes)
Session 12: EFFECTIVE PERFORMANCE REVIEWS (Run Time: Approximately 16 Minutes)

Session 13: OFFICE, AUTOS & EMPLOYEES (Run Time: Approximately 11 Minutes)
Session 14: THEFT AND DAMAGE (Run Time: Approximately 25 Minutes)
Session 15: ILLNESS & INJURY PREVENTION (Run Time: Approximately 22 Minutes)
Session 16: IT’S THE LAW! (Run Time: Approximately 17 Minutes)
Session 17: MEETINGS & EMPLOYEE RELATIONS (Run Time: Approximately 40 Minutes)

THE 3Rs MODEL
This session gives you an overview of the basis on which the 3Rs Model of human resource management is designed. Very few small businesses employ a systematic process to their human resource challenges. The practice is almost non-existent in the cleaning industry. The 3Rs Model is based on a proven, eight-step process to attract, select, hire, train, manage and retain good employees. If you’re already in business, you know that the biggest challenge is not getting and keeping clients; it’s recruiting and retaining a work force. This session delves into the need to use a proven, scientific system to win at this game.

In this section you will learn:

The need for a human resource management success strategy
Factors in the labor force playing field that effect recruiting and retention
The two critical ingredients that successful companies use
The eight sequential steps of the 3Rs Model

RECRUIT TO WIN
A crucial element in your hiring and retention strategy is to have a clear picture in your mind of the type of employee who will have the highest probability for success on the job — your success and the success of your employee. Recruiting and hiring must be seen as a game. A game where the successful outcome is a win-win relationship between the employer and the employee.

You can hire people for the wrong reason (I just need a "body" to fill out this team), and people can take the job for the wrong reason (I just need any "job" to meet some expenses), and it may work out for awhile. But eventually, and sooner than later, problems will arise which reveal the nature of the lose-lose relationship that has been established.

In this section you will learn:

How to develop a profile of the ideal candidate for the job
The common characteristics of a “successful” house cleaning employee as determined by a national survey of house cleaning employees
The Top Ten reasons given by house cleaning employees for satisfaction with their job
Help Wanted advertising hints and examples
How to use your Web site to attract employees
The best time to look for employees
Your recruiting campaign strategy
The importance of “recruiting record keeping”
Establishing a recruiting budget
The dual purpose of your advertising copy
About the “Employee Selection System”

PLUS the following printable PDF documents:

Sample Web site recruiting page
Sample Web site Online Application
Sample Help Wanted recruiting brochure

CONDUCTING THE PHONE INTERVIEW
The copy in your recruitment ad should have provided enough information to screen out those who would not be a good match for the job. Some candidates will read the ad and know they’re not a good fit, and others will not think about the job requirements and simply call your number. It will now be your job during that phone contact to help the caller and yourself determine if you should invest the time to go through the interview and application process.

In this section you will learn:

What your goal on the phone should be when an individual responds to your advertising
How to use the telephone response as your first “screen” of the candidate
The 5 parts of the telephone screen interview, and how to use them to quantify the candidate’s possible “fit” for the job
Specific questions to ask with respect to “Fact Finding” and “Background” information on the candidate
The three areas of evaluation on which you will assign ratings scores
How to score the Caller Evaluation Sheet to determine whether or not to invite the candidate in for an interview
The mechanics of the rating system that will objectively identify “perfect”, “good”, and “minimal” candidates and also those who should be considered a poor fit for the job (so as not to waste your time, or the candidate’s, by proceeding to the interview stage)

PLUS the following printable PDF documents:

Phone Interview Screen and Evaluation Form
Hiring Interview Log

THE APPLICATION AND PERSONAL INTERVIEW
You may have conducted many successful interviews in the past and have your “own way” of doing things. By putting a common structure in place for each interview you can begin to quantify these events and become more consistent and “scientific” in your approach. You have begun this more structured style in the way you conducted and scored the phone interview. Now in Steps 2 and 3 you’ll use the APPLICATION, your INTERVIEW GUIDE and the evaluation scale on each step to evaluate the candidate.

In this section you will learn:

How to properly prepare for the personal interview step
Questions that you may and may not ask on the Employment Application or during the personal interview – you’ll be surprised at how easy it is to run afoul of the law
How to use and evaluate the Employment Application
The three Behavioral-Based Questions you need to ask during the personal
interview and how to objectively evaluate the candidate’s responses
How to score the Application and Personal Interview Evaluation Sheet to determine whether or not to move on to Steps 4 and 5 in the Selection Process.

PLUS the following printable PDF documents:

Application form (custom-designed, 30-point application for house cleaning employment)
Personal Interview Evaluation Form
Cleaning team member job description
Authorization for Release of Information Form

REFERENCE AND BACKGROUND CHECKS
We’re now entering steps 4 and 5 of the 5-step selection process. By now you and the candidate should be at the stage where you both think that she and the job are a good fit. However, until you complete this very critical part of the process you are not in a position to make a job offer to the candidate.

In this section you will learn:

“Green” and “red” flags to be on the lookout for when checking employment references
How to use the Employment Reference Checklist to get the information you need from prior employers
How to score and evaluate the Employment Checklist and Questionnaire
Ten questions to ask Personal References to obtain meaningful information on the candidate
Information you need to obtain to conduct a criminal history background check
How and where to obtain criminal history information
Why you need to obtain a driver’s license background check and how and where to obtain this information

PLUS the following printable PDF documents:

Employment Reference Report Worksheet
Employment Reference Questionnaire and Checklist
Personal Reference Questionnaire

THE HIRING DECISION
You’ve now reached decision time. You’ve taken all the steps necessary to help you make a measured and objective decision. Most of the time you’ll have made your decision by this point. However, when you have one position to fill and more than one candidate who has proceeded to this point in the selection process, you can use an objective rating system to help you make the right choice.

In this section you will learn:

How to use the “Cumulative Decision Maker” worksheet
The importance of the timing sequence of the hiring decision process
Why you need to obtain third-party reports expediently
How to prepare the applicant for acceptance or rejection
Making the job offer

PLUS the following printable PDF documents:

The Cumulative Decision Maker Worksheet

ORIENTATION FOR THE NEW HIRE
Now the real work of getting your new employee ready for success on the job begins. Proper orientation will set the stage for getting your new hire in the right frame of mind for wanting to succeed at her new job.

In this section you will learn:

Setting the stage for starting your new hire out on the right foot
The First-Day Arrival Time Schedule
The Orientation Outline, Materials and Procedures
Why you need to keep the first day brief
How to proceed if you’re starting more than one new person at the same time

PLUS the following printable PDF documents:

EMPLOYEE COMPANY POLICY HANDBOOK
New Employee Information Form
Employee Change of Information Form
IRS W-4 Form
INS I-9 Form
Cleaning Team Member Job Description
Employee Acknowledgement Form
Request for Leave of Absence Form
Request for Time Off Form
Record of Verbal Warning to Employee Form
Employee Notice of Deficiency Form
Attendance Record Form
Team Member Performance Review Form
Training Review Report Form

TRAINING: THE NEVER ENDING PROCESS
It’s important to think of training as something that goes on forever, as long as the employee stays on the job. Basically, you will be conducting two levels of training with your new employee:

Initial Training
Follow Up Training

Beware of the trap that is easy to stumble into: Training Complacency. “I don’t have time for training,” isn’t something you want to hear yourself saying. Adequate initial and follow-up training is the very foundation of your business. The “vehicle” on which your business moves is satisfying the housecleaning needs of your clients. However, your “product” is your people, whose mission is to satisfy the cleaning needs of those clients.

In this section you will learn:

That your “product” is your “people” – and the “People Manufacturing Process”
The three types of training
The 8 primary technical habits to be ingrained in your employees
The 8 primary behavioral habits to be ingrained in your employees
Pacing the training in accordance with the trainee’s adeptness
How to use the “What, Why and How” training technique to improve the training process
Keeping the training on track
Testing the trainees’ comprehension
The training sequence and factors that can influence the sequence
Cross training, but; same person on the same job
How to conduct effective training reviews
How to use the Training Review Report to evaluate progress
How to rate the quality of the training and the person doing the training

PLUS the following printable PDF documents:

The Training Review Report
Training Review Report Rating Guide

COMPENSATION
Compensation is an important element in your ability to attract and retain employees. If you offer or pay too little, you won’t attract or retain good help. Conversely, if you offer more than you can realistically afford to pay, you will be forced to go out of business by trying to pay higher wages than the business can support.

In this section you will learn:

Factors that influence compensation
What is a “competitive wage”?
Various compensation alternatives
The ideal compensation method
Payroll record keeping

PLUS the following printable PDF documents:

Daily Team Record
Individual Weekly Revenue Share Summary
Individual Weekly Hourly Payroll Summary
Employee Wage and Payroll Summary
Record of Labor Expense and Payroll Tax Summary

TEAM COMPOSITION
What is the ideal composition of a team? Is the ideal number of team members two people, three people, or perhaps four? Why not just send one person out on the job instead of composing teams of people? Don’t people trip over one another when they’re cleaning a home together?

The model we recommend is based on a team of three, consisting of one person whose primary responsibility is cleaning bathrooms (the “Bathroom Person”), a second person whose primary assignment is cleaning the kitchen (the “Kitchen Person”), and a third whose main responsibility is to oversee the other two team members and take the lead in the dusting and vacuuming (the “Team Leader”).

In this section you will learn:

Why not just use individual house cleaners?
Factors that influence team composition
The “2 versus 3-Team Member” debate
Four good reasons for three-person teams
What the drawbacks are

PLUS the following printable PDF documents:

Staff Roster Form

TEAM LEADERS
This session will define the role that your team leaders should play in your company. If you intend to grow your company into one that services 200, 300, 500 or more regular clients, you won’t be able to do it without cultivating good employees to become good team leaders.

In this section you will learn:

The duties of the Team Leader
What the qualifications are to serve as Team Leader
How to select your team leaders
Rating potential team leaders using the Potential Team Leader Worksheet
Testing Team Leader candidates by trial
Monitoring Team Leaders

PLUS the following printable PDF documents:

Team Leader Job Description
Potential Promotion to Team Leader Worksheet

CONDUCTING EFFECTIVE PERFORMANCE REVIEWS
Conducting regular performance reviews is another crucial element in your human resource management strategy. When well conducted, performance reviews will help increase tenure. How can performance reviews improve retention? A consistent finding in employee surveys has been that employees, who are learning, growing, and feel that they are making a contribution, stay on the same job longer. You have a chance to help associates learn, grow and become better contributors through performance counseling.

In this section you will learn:

About the Performance Review
Why you need to evaluate the “performance” – not the “person”
How to use the Performance Evaluation Form
The SMART model performance coaching system
The importance of conducting “Exit Interviews” with employees who terminate
Using exit interviews to improve tenure of remaining and future employees

PLUS the following printable PDF documents:

Team Member Performance Review Form
Team Leader Performance Review Form
Training Review Report Form
Performance Review SMART Model Coaching Guide
Record of Verbal Warning to Employee Form
Employee Notice of Deficiency Form
Employee Separation Report
Exit Interview Form

OFFICE, AUTOS & EMPLOYEES
We’re not going to talk about the legal zoning issues involved in operating a business from your home. This discussion will focus on the practical aspect of running your housecleaning business from your home versus operating from commercial office space, from the aspect of the potential impact on your human resource challenges. In this section, we’ll also discuss the issue of supplying company vehicles versus compensating employees for using their own cars.

In this section you will learn:

The benefits and disadvantages of a home-based office
How a “real” office can improve recruiting efforts
A cost vs. benefits comparison of company vs. employee-supplied vehicles
Why some companies provide vehicles to employees
How to compensate employees for providing their own transportation
The potential “real value” of providing company vehicles

THEFT AND DAMAGE
The telephone rings. It’s Mrs. Smith, and she’s not too happy. She tells you that she noticed her two-karat diamond ring missing shortly after the team was there last. Your heart skips about six beats. You hum and haw and stammer and tell Mrs. Smith you’ll look into it and get right back to her. Now what do you do?

In this section you will learn:

The subject of employee dishonesty
Preventative measures you can take to discourage theft
Evidence of why background checks are absolutely essential
How to conduct an open discussion with your employees on this topic
How to educate your clients to minimize problems
What to do when you do “get that call” from a client
How to handle the situation with your employees when a client reports something missing or stolen
Rules to abide by when a client’s property is damaged while in your care, custody and control
What to do when a client calls to report damage to his or her property
How to handle disputed claims
The types of insurance coverage you should have
Eight specific questions to ask your insurance underwriter

PLUS the following printable PDF documents:

Breakage and Damage Report

PLUS Internet hyperlinks to the following:

Department of Insurance links for all 50 states
Fingerprint station and fingerprint cards

INJURY & ILLNESS PREVENTION PROGRAM
The Federal Occupational Safety and Health Act of 1970 requires that all employers with more than 10 employees have an official Safety and Health Program in place. However, some states exceed the Federal requirements. For example, at least Alaska, California, Hawaii and Washington require that all employers have a Safety Program, regardless of size.

Legal requirements aside, it simply makes good business sense to implement a Safety Program. Business owners are used to taking risks in connection with day-to-day business decisions. Entrepreneurs are, by nature, risk takers. However, taking risks with the safety and well-being of your employees is not worth the gamble.

In this section you will learn:

How just one lost work day due to injury could cost you a bundle
The seven essential elements of a good safety program
The importance of holding Safety Meetings
Twenty-four Safety Meeting topics
Information and Training Resources

PLUS the following printable PDF documents:

First Aid Kit and Safety Equipment Checklist required by OSHA
Custom Safety Program Handbook
Directory of Approved Sources of OSHA-Funded Agencies

PLUS Internet hyperlink to the following:

United States Directory of Workers Compensation Resources
Listing of Local OSHA offices for all 50 states

IT’S THE LAW!
Bureaucracy is alive and well in America! Today’s business person — the employer — must not only be very good at dealing with Human Resources, and wearing a lot of other hats that go with the territory, but you also have to do all those things in compliance with Federal, State, County and City laws and ordinances. Just keeping track of your legal requirements can be a big chore in itself.

This section will cover those areas you must pay particular attention to relative to your Human Resource Management Policies and Procedures:

In this section you will learn:

Compliance with IRS regulations relating to federal and state income taxes and FICA
Federal and State Unemployment Tax issues (FUTA and SUTA)
How to avoid fines of $100 (up to $10,000 for repeat offenses) that can be incurred by failing to comply with INS laws on providing proof of eligibility of individuals to work in the United States
Compliance with OSHA regulations
What you need to know about THE AMERICANS WITH DISABILITIES ACT, THE CIVIL RIGHTS ACT, AGE DISCRIMINATION IN EMPLOYMENT ACT, THE EQUAL PAY ACT, THE FAIR LABOR STANDARDS ACT, and THE EMPLOYEE POLYGRAPH PROTECTION ACT
Laws regulating how long you must keep various records on file
Specific federal and state Posters you are required by law to display on your premises (failing to display one, in particular, could result in a $10,000 fine)

PLUS the following printable PDF documents:

Personnel Records Retention Guide
Full size copies of the 5 federally mandated Posters
Specific state posting requirements

PLUS Internet hyperlink to the following:

Federal and State Minimum Wage Standards

STAFF MEETINGS AND BUILDING ON EMPLOYEE RELATIONS
One activity that business owners tend to do, either too often or too seldom, is conduct staff meetings. Except for meetings held for training purposes, or to make special announcements, staff meetings held more often than once a week are probably held too often. Frequency of less than every two weeks is too seldom. We suggest that you religiously conduct a staff meeting every week, preferably early Monday morning prior to the start of the first workday of the week.

In this section you will learn:

The purpose of weekly staff meetings
Meeting preparation
Sample Meeting Agendas
Recognition & Rewards
When and employee becomes a liability
Managing crisis
How to groom and compensate an assistant manager without breaking the bank
How to continue to build on employee relations to improve morale, pride in workmanship, quality of work and tenure on the job

Since 1991
2500 Quantum Lakes Drive, Suite 203
Boynton Beach, Florida 33426
800-634-1717 (U.S. and Canada
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