S S S I I I T T T U U U A A A T T T I I I O O O N N N A A A L L L M M M A A A N N N A A A G G G E E E M M M E E E N N N T T T Participant’s Workbook #89283 01/2008 Copyright 2008 Regis Corporation. All rights reserved. This publication may not be reproduced, stored, or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without the prior written permission of Regis Corporation, 7201 Metro Boulevard, Minneapolis, Minnesota 55439 Situational Management Participant’s Workbook 2008
01/2008Copyright 2008 Regis Corporation. All rights reserved.
This publication may not be reproduced, stored, or transmitted in whole or in part, in any form orby any means, electronic, mechanical, photocopying, recording or otherwise without the prior written permission of Regis Corporation, 7201 Metro Boulevard, Minneapolis, Minnesota 55439
A successful manager is willing to:___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
INSTRUCTIONS: Answer each question by marking the response that most closely describes how you manage people and your beliefs about the people that work for you, by indicating how strongly youagree or disagree with each statement.
1. I feel that most of my employees must be closelysupervised to ensure that they are reallyproductive.
2. Because most people do not like to make decisions on their own, it is hard to get them toassume responsibility.
3. Most people do not want to do their best while atwork.
4. If you pay people enough, they are not likely to beconcerned about recognition or praise.
5. It is not possible for everyone to improve job performance, even if the desire to improve isthere.
6. It weakens a person’s ability to manage when theyadmit that a subordinate was right and that theywere wrong.
Strongly Agree Disagree StronglyAgree Disagree
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7
MANAGEM
ENT BELIEFSM
ANAGEMENT BELIEFS
7. People, in general, should not be trusted.
8. If in doubt, I assume that the employee doesnot have a valid reason for being late.
9. I feel work is not a place where employeesshould be able to have fun.
10. I don’t make it a practice to ask myself how Iwould feel about a certain action before I useit on one of my employees.
SCORING Add the number of boxes that you checked under each category and fill in below:
Manager defines limits, asksgroup for suggestions.Manager permits subordinatesto function within the limitsdefined by the supervisor.Autonomy (able to work ontheir own) with accountability.
Manager presents tentativedecisions, subject to changewith feedback from staff.
Manager makes decisionand then “sells” decision.
Manager makes decisionsand simply announcesthem. Structured andauthoritative.
SYMPTOM VS. PROBLEM What is a Symptom?A symptom is usually something that occurs because of a problem that an employee ishaving. These problems can be job or non-job related. When an employee is not performing up to standards in a specific area of their job, it is usually due to another,hidden reason.Examples of Symptoms:
What is a Problem?A problem is usually the real reason an employee is not performing up to standards.Unless you can identify the problem, or the real reason behind the poor performance,the symptoms will never completely go away.Examples of Problems:
~ Personal complications (can create poor attendance)~ Professional conflict (can create poor attitude)~ Employee does not know how to do the “task” (can create poor haircuts, or
low product sales)~ Employee does not understand, or buy into the reason why there is a need (can
contribute to poor customer service, low product sales, tardies, etc.)Examples of Symptom vs. Problem:If you had a cold, one of your symptoms would be a runny nose. If all you do to combatthe cold is blow your nose, the symptom would only be temporarily gone. Not only wouldyour nose run again, but other symptoms would show up, such as: watery eyes, sneezing, coughing, etc. The cold is the problem, or the real reason for the symptoms.Until you take medication and get over the cold, the symptoms will continue to surface!If you observe a stylist not recommending products (symptom) it could be that theyeither don’t know how, don’t understand the need, or don’t agree with the reason for it(Problem). The challenge for managers is to determine what the problem is in order to make thesymptoms go away. This can be done simply by having a conversation with the employee to determine the reasoning behind the issue at hand. Once you have identified the problem, you can now collaborate (create together) a plan to enhance theemployee’s performance. Once the problem is resolved, the symptoms go away!
SIX POINT SYSTEM THE PROBLEM:________________________________________________________________________________________________________________________________________________________________POSSIBLE SOLUTIONS:________________________________________________________________________________________________________________________________________________________________MUTUAL AGREEMENT OF ACTION:________________________________________________________________________________________________________________________________________________________________CONSEQUENCES / NATURAL CONSEQUENCES:________________________________________________________________________________________________________________________________________________________________FOLLOW-UP:________________________________________________________________________________________________________________________________________________________________REWARD:________________________________________________________________________________________________________________________________________________________________
Remember the following points when confronting unacceptable behavior:
• Use “I” statements instead of “you” statements. State “facts” not “opinions”.• Allow the person to state personal point of view without interrupting. Try to get
to the real problem, not the symptom.• Ask the person for changes in behavior, not attitude.
If the problem is “attitude”, ask them what is causing it. There may be a bigger issue than meets the eye.
• Tell the other person not only what is wrong, but what would make it right.• Ask them if they need any additional training or information to be able to meet
the goal.• Look for areas of agreement, not just areas of disagreement.• Keep your composure and show confidence.
The A, B, C’sof Management
AA = = ActivatorActivatorExamples:Examples:
B = BehaviorB = BehaviorExamples:Examples:
C = ConsequencesC = ConsequencesExamples:Examples:
What Are the Benefits?Directions: With your partner, identify as many desirable performances asyou can. Next, record the benefits, or what’s in it for the employee, if theirperformance is consistent.
You become successful by helping othersbecome successful.
~ Anonymous
HANDLING OBJECTIONS1. If necessary, ask employee for specifics to clarify their objections.
Example: “Tell me why you feel that it is unnecessary to dress according to the dress code.”
Possible Response: “If I can do a good job on my customer’s hair, what difference does it make what I wear? I like to show my individuality.”
2. Paraphrase to show understanding.Example: “So you feel that it’s your performance, not your appearance that
counts, is that right?
Possible Response: “Yes, that’s right.”
3. Respond with appropriate facts and/or benefits.Example: “Clients make assumptions about your capabilities based on
their first impression. First impressions are created within the first 10 seconds of meeting you. If they have an expectation of the stylist looking professional (expectation), and that expectation is not being met, they will reason that if you don’t care about your appearance, you also won’t care about theirs.” (consequences)“It may be unfair, but they will decide ahead of time that you will not be able to meet their needs.”“Your appearance plays a huge role in their confidence in you. Whenyou meet or exceed their expectations, their impression will be apositive one, and you will increase your chances of having a repeat client.” (benefit)
4. Check for reaction.Example: “So can you see how it benefits you to consistently dress
according to the dress code?”
NOTE: It may be necessary to repeat these steps until you have satisfied the employee with a reason or benefit that they can agree with.
BOOK LISTv The One Minute Manager by Ken Blanchard
v Putting The One Minute Manager To Work by Ken Blanchard
v Why Employees Don’t Do What They’re Supposed To Do, And What To
Do About It by Ferdinand F. Fournies
v How To Deal With Difficult People by Paul Friedmanv Art of Managing People by Tony Alessandra v 101 Biggest Mistakes Managers Make and How to Avoid Them by
Mary Albright v 13 fatal errors managers make and how you can avoid them
by W. Steven Brown v Skills for New Managers by Morey Stettner v 212°- The Extra Degree by S. L. Parker
68% Quit because of a poor attitude or service toward
the customer by some employee.
U.S. News and World Report
Impact of Dissatisfied Customers
1. The average business never hears from _______ %of it’s unhappy customers.
2. For every complaint received, your business willhave ________ unreported, ________ of which areserious.
3. Unhappy customers do complain, but to ________other people.
4. ________________________ are more likely than __________________ to do business withyou again if the complaint has been promptlyresolved in a satisfactory manner.
RESPONDING TO CUSTOMER COMPLAINTS USING THE 3 STEP SOLUTION
To achieve a high level of customer support, you will find the following 3 Step Solution helpful:
THE 3 STEP SOLUTION
1. DISCOVER
• Listen to the problem.
• Do not interrupt.
2. UNCOVER
• Paraphrase the problem.
• Thank the customer for bringing the problem to your attention. Remember... a complaint is a gift!
3. RECOVER
• Repair the problem - involve management if you are unable to resolve the problem on your own.
ASSESS YOURSELFTake the following quiz to assess your skills in calming upset customers.
Your Score:81 - 100 = Excellent 21 - 40 = You may need to ask your
61 - 80 = Good supervisor for help41 - 60 = You need to hone your skills 1 - 20 = Customer service may not
be for you
Scoring Key: 1 = Never 2 = Rarely 3 = Sometimes 4 = Usually 5 =Always
A. I feel I can calm most upset customers……………………
B. When I’m with an upset customer, I:1. stay calm……………………………………………...2. don’t interrupt………………………………………... 3. focus on their concern without getting distracted..4. respond to personal accusations without
becoming defensive…………………………………5. reduce distractions of paperwork and telephone...6. have attentive body posture………………………..7. have appropriate facial expressions ………………8. have confident eye contact…………………………9. listen completely before responding………………10. take notes when appropriate……………………….11. show empathy………………………………………..12. let them know I want to help……………………….13. know when to call my supervisor………………….14. have a confident, helpful tone………………………15. use words that don’t escalate their anger…………16. avoid blaming my fellow workers or company for
causing the problem…………………………………
C. After the upset customer leaves, I:1. am in control of my emotions……………………….2. don’t repeat the story more than once…………….3. analyze what I did well and what I’d do differently..
Skill Practice Situation #1 - Call Ahead Complaint
Discover - Sam has come into the salon and put his name in for a haircut. You informhim that there is only a 20 minute wait. Just as he sits down, another customer who used the Call Ahead Service enters the salon and is servedbefore Sam. Sam looks confused and says, “I thought there was a twentyminute wait. How does he get to come in and get his haircut before me?”
What would you say to Sam?Uncover -
Recover -
Skill Practice Situation #2 - Product Complaint
Discover - Eric, a high school age boy, comes into the salon followed by three of his buddies. They come in clowning around, laughing and making jokes. Hehands you a bag with a bottle of styling lotion in it and says, “This stuff doesn’t work. It really messed up my hair!”
What would you say to Eric?Uncover -
Recover -
Skill Practice Situation #3 - Haircut Complaint
Discover - Sarah received a shampoo, haircut and blow dry yesterday and was neutralabout whether or not she liked it. After sleeping on it she was convinced thatit was a poor haircut. Especially after an hour of trying to style it. She’s nothappy and is standing in front of you at the counter. She says to you, “Lookat this lousy haircut that I got here yesterday, it’s a mess! I can’t do anythingwith it!”
UNACCEPTABLE BEHAVIOR:_______ Unsatisfactory performance _______ Failure to do sanitation_______ Fighting on premises _______ Unexcused absenteeism_______ Leaving without permission _______ Tardiness_______ Destruction of property _______ Drinking alcohol on the job_______ Reporting intoxicated _______ Insubordination_______ Falsification of records _______ Unprofessional attitude_______ Smoking in prohibited area _______ Theft of company property_______ Threatening/abusing fellow _______ Disruptive; negative attitude
employee or customer _______ Other (explain):____________________________
Brief summary of behavior/dates: _____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Description of reasons for action (give facts in detail; witnesses):____________________________________________________________________________________________________________________________________________________________
Employee’s actions required to prevent further disciplinary action/time limit:____________________________________________________________________________________________________________________________________________________
FOR UNACCEPTABLE BEHAVIOR: I acknowledge receipt of this notice and understand that further violations may result in disciplinary action up to and including discharge.
UNACCEPTABLE BEHAVIOR:_______ Unsatisfactory performance _______ Failure to do sanitation_______ Fighting on premises _______ Unexcused absenteeism_______ Leaving without permission _______ Tardiness_______ Destruction of property _______ Drinking alcohol on the job_______ Reporting intoxicated _______ Insubordination_______ Falsification of records _______ Unprofessional attitude_______ Smoking in prohibited area _______ Theft of company property_______ Threatening/abusing fellow _______ Disruptive; negative attitude
employee or customer _______ Other (explain):____________________________
Brief summary of behavior/dates: _____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Description of reasons for action (give facts in detail; witnesses):____________________________________________________________________________________________________________________________________________________________
Employee’s actions required to prevent further disciplinary action/time limit:____________________________________________________________________________________________________________________________________________________
FOR UNACCEPTABLE BEHAVIOR: I acknowledge receipt of this notice and understand that further violations may result in dis-ciplinary action up to and including discharge.
UNACCEPTABLE BEHAVIOR:_______ Unsatisfactory performance _______ Failure to do sanitation_______ Fighting on premises _______ Unexcused absenteeism_______ Leaving without permission _______ Tardiness_______ Destruction of property _______ Drinking alcohol on the job_______ Reporting intoxicated _______ Insubordination_______ Falsification of records _______ Unprofessional attitude_______ Smoking in prohibited area _______ Theft of company property_______ Threatening/abusing fellow _______ Disruptive; negative attitude
employee or customer _______ Other (explain):____________________________
Brief summary of behavior/dates: _____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Description of reasons for action (give facts in detail; witnesses):____________________________________________________________________________________________________________________________________________________________
Employee’s actions required to prevent further disciplinary action/time limit:____________________________________________________________________________________________________________________________________________________
FOR UNACCEPTABLE BEHAVIOR: I acknowledge receipt of this notice and understand that further violations may result in disciplinary action up to and including discharge.
UNACCEPTABLE BEHAVIOR:_______ Unsatisfactory performance _______ Failure to do sanitation_______ Fighting on premises _______ Unexcused absenteeism_______ Leaving without permission _______ Tardiness_______ Destruction of property _______ Drinking alcohol on the job_______ Reporting intoxicated _______ Insubordination_______ Falsification of records _______ Unprofessional attitude_______ Smoking in prohibited area _______ Theft of company property_______ Threatening/abusing fellow _______ Disruptive; negative attitude
employee or customer _______ Other (explain):____________________________
Brief summary of behavior/dates: _____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Description of reasons for action (give facts in detail; witnesses):____________________________________________________________________________________________________________________________________________________________
Employee’s actions required to prevent further disciplinary action/time limit:____________________________________________________________________________________________________________________________________________________
FOR UNACCEPTABLE BEHAVIOR: I acknowledge receipt of this notice and understand that further violations may result in disciplinary action up to and including discharge.
COUNSELCheck the attitudes that you carry into a situation where you need to counsel others.
p If I wait long enough, the situation will probably resolve itself so I don’t have to getinvolved.
p Since I don’t like to be confronted, I can’t imagine anyone else would. Therefore, Ichoose to ignore the problem.
p I criticize indirectly by using sarcasm or jokes.
p There never seems to be a “right” time to confront, and I keep putting it off.
p It takes so much time to confront someone or counsel effectively. I’d rather pick up theslack than take the time to correct another person’s behavior.
p I’m not sure of how the other person is going to respond, therefore, I avoid the problem.
p I’m not perfect, so who am I to judge anyone else’s behavior?
p If I give my boss negative feedback, it may be used against me at my next performanceevaluation session.
p I let the situation go on for too long now, and I’m so angry that I’m sure I’m going to blow upand mishandle the situation.
The more of these attitudes you’ve checked, the more difficulty you will probably have offering constructive criticism and counsel. Assertiveness isimportant when dealing with people in a business setting.
“What do you think that you could do differently next time to make it even better?”
“Here is what I think you could do differently next time to make it even better...”
Situational Management Participant’s Guide 200840
41Situational Management Participant’s Guide 2008
7 Ways to Minimize the Need forPerformance Improvement
1. Hire people who have the talent, desire and ability to do the job well who match the company’s cultural values and agree with the Mission Statement.
2. Clearly communicate job responsibilities and performance expectations. Confirm understanding by having the employee tell you what they believe you told them.
3. Make training and continual learning a top priority.
4. Regularly provide specific performance feedback. Make sure people know how they are doing.
5. Consistently recognize and reward positive performance.
6. Hold people accountable for negative behavior and performance.
7. Set the example. Be a positive role model for the team.
Good leadership consists inshowing average people how todo the work of superior people.
The Year-at-a-Glance Calendar is atool that can be used for yearly planning, when a lot of details arenot important. It involves a singleplanning session for activities andtasks that need to happen over theyear.
How To Use ItYou can use the Year-at-a-GlanceCalendar for a single project or multiple projects. To start you writedown all the steps and activities thatneed to happen over a year on ablank piece of paper. Next you write each activity in onthe yearly calendar so that you havean overview of the entire year. From this large overview, you canplan ahead one to two months at atime and write the actions into yourdaily planner with more detail asnecessary.
Examples of activities and tasksthat belong on the Year-at-a-Glance Calendar include:
v employee reviewsv physical inventoryv weekly orderingv weekly trackingv special projects
What Will It DoThe Year-at-a-Glance Calendarwill give you an overview of whatwill be happening at certain timesof the year. It will also serve as areminder for those regular butwidely spaced activities that maybe easy to forget.
One must prepare himself today for whathe wishes to be tomorrow. Preparedness
STORYBOARDINGWhen To Use ItA useful tool in planning, organizing, and time management is storyboarding. This tool is used togive a visual picture of a project and identify all of the sub-units of a project.
Storyboarding is a flexible way to organize solutions to complex problems and manage time. Theconcept of storyboarding started with Walt Disney, as a method of keeping track of the thousandsof drawings created for cartoon animation. In its earliest form, the animators would pin their drawings on the wall in sequence. That way, everyone knew where the project was. In the 1960’sthey refined the process for generating creative solutions to problems.
How To Use It - Use pink, blue and white index cards1. The top card, usually pink, is called the topic header. This should identify the topic to be
defined or the problem to be solved.
2. Next comes the purpose header, a blue card on the far left. Underneath the purpose headercomes white cards (subbers) to write out your purpose before continuing the board.
3. On the far right of the board, put up a blue header called “Miscellaneous”. This will be a“catch-all” header for items that don’t seem to fit anywhere else. These can be adjusted intoheaders later on if a group of similar items appear.
4. You can now fill in your storyboard with more headers that will be your main categories ormajor issues.
5. Underneath each header comes “action steps” (or subbers). These are the white cards thatdescribe the actions that need to be accomplished. The white cards need to have a verb inthem. These are things that you do.
6. After all these cards are in place and your project is planned and organized, the next step isdelegating responsibility. Write the name of the person responsible for the action in the bot-tom left corner. Then add the completion date for the action in the bottom right corner.
7. Finally, when a task or action step is complete, mark it off. Remember to go back to your storyboard and put a line through anything that is complete. This will give you an accuratepicture of where the project is.
1. It’s visual in nature. You can incorporate artwork or symbols, buteven just having a storyboard withwords is still visual because all of the information is posted so that everyone can see.
2. It’s flexible. The creative processcan be flexible, jumping from onetopic to the next. There is also theflexibility to change the board aroundto reclassify or add new ideas.
v Which of my long-range andintermediate goals should I workon today?
v What project will provide thehighest return on investment forme?
v What projects, if not completed,will cause the greatest disruptionfor the company or me?
v What projects does my boss consider most vital?
v Are there any carry-over itemsfrom the day before that need tobe done?
v What can I delegate?
Focus and Priority
As a manager, there is no end toactivities that you can do. Manythings will be competing for yourattention. It is important to focus anddo those activities that help youreach your goals.
Prioritize urgent (needs immediateattention) vs. important (helps youreach goals).
Use the parameters of the Priority Matrix to determine focusand priority.
1 Make a list of everything you need to do. Give each item a different priority. Dig in on priority one and stick with it until it's done.Then go on to priority two. Cross off each item as you do it. That wayyou have the satisfaction of having done part of what you have to do.
2 Make note-taking a habit. It's ridiculous not to do somethingbecause you forgot to write it down. Don't pride yourself on yourmemory. The process of writing things down also forces you to bespecific and you visualize your plans.
3 Break a big job down into smaller parts. If you have to call 50 people, break your list down into 5 lists of 10 names each. If you do afifth of a job at a time, it becomes easier to deal with.
4 Put what needs to be done right in front of you. Resist theimpulse to hide a distasteful task you don't want to do. If it is staringyou in the face, chances are you will get to it much faster.
5 Keep selling yourself on the benefits of doing what has to bedone. Remind yourself of the eventual rewards of doing somethingthat's tedious. If there aren't any rewards, then it could be you areshooting at the wrong target.
6 Figure out why you put things off. If you cannot motivate yourselfto do a particular job, it's either not worth the effort, or you're afraidyou can't do it. Find out what's wrong. Then correct it.
7 Emphasize doing - not doing perfectly. When you feel you must dothings just so, you often can't bring yourself to start a job. Making anhonest mistake is not the end of the world.
8 Force yourself to get started. If you're like most people, youassociate confidence with action. Once you take some action, yourconfidence will automatically go up.
9 Create a self-motivating system. Use a series of checkpointsto monitor your progress. If you want to complete 12 errandsby the end of the week, check on Tuesday or Wednesday tosee whether you've done at least 6 or 7 of them. If youhaven't, get busy.
10 Establish deadlines for yourself, tell someone else whenit is. Set exact time limits for getting things done. There's abig difference between saying "I'll get to it as soon as I can"and "I'll do it by the end of the day". When you establish deadlines, make certain they are realistic, and telling someoneelse will insure that you will stick to them.
11 Learn to value your time. Putting a mental price on your timehelps you decide whether it's worthwhile to tackle some of theminor jobs that eat up your day.
12 Avoid telephone traps. When you call someone, protect your timeby knowing beforehand what you want to accomplish. When someone calls you, determine how much time you have to spendon the phone, let the caller know, "Right now I have about five minutes, or I can call you back at 1:00 and can spend more timewith you."
13 Discourage interruptions. You can keep your friendships as wellas your schedule if you let interrupters know in a polite way thatyou're really pressed for time.
14 Take advantage of down time. You can add to your productivehours if you use slow times during the day to plan ahead, thinkproblems through and jot down ideas. Don't let slow times rob youof time that can be productive.
15 Anticipate your daily needs. Avoid minor frustrations that eataway at your time by having on hand such items as stamps, extracopies, adequate inventory, etc.Make planning ahead secondnature.
· Do the doable - You need to understand that there is notenough time to do everything, and therefore,not everything is doable. Focus on the higherpriority tasks.
· Control the controllable - If your supervisor adds items on your to-do list and you begin to feel overwhelmed, ask for assistance on prioritizingwhat your supervisor wants done. Since you cannot read minds, it would be a difficult taskto decide what they want you to do, versuswhat you can put off till later.
· Don't worry about getting everything done - The key is toget the right things done.
SMART GOAL SETTINGThere are five aspects to setting a goal. A goal must be:
S _______________
M_______________
A _______________
R _______________
T _______________
Personal goals may include:
• time off• a vacation• material items: MP3 player, new car, new cell phone, new wardrobe • money • an apartment or house• a gift or donation.
Professional goals may include:
• upselling services, i.e.; waxing, color, shampoo, blow dry styling, etc.• talking with each customer about retail products• following customer service guidelines• increasing dollars per hour
Professional goals will help you attain your personal goals.
EXAMPLE GOAL SETTING SHEETMany successful people set professional and personal goals. To reach success you need to set a SMART Goal. Often, success requires feedback or additional training from your manager, or a qualified mentor. Be certain to ask for support in any area that you would like to grow.
1. In the next week, I will:
I will accomplish this goal by doing the following steps:
2. In the next 3 months, I will:
I will accomplish this goal by doing the following steps:
3. In the next 6 months, I will:
I will accomplish this goal by doing the following steps:
How will my position in this salon enable achievement of my goals?__________________________________________________________________________________________________________________________________________________________________________________________
__________________________________Signature of Stylist
• In order to achieve goals, it is best to always have a win / win situation.
Examples of win/win situations:• Selling extra services - stylist will increase dollars / customer will have better
experience• Selling additional products - stylist paycheck will increase / customer will get
the product they need to maintain hairstyle
EXAMPLE OF LONG TERM GOAL:
A long-term goal for Jenny is a new wardrobe. Jenny’smanager asks: “How much do you want to spend on yourwardrobe?” “When do you want to buy it?”
After the goal and the time line for the goal is established,Jenny and the salon manager decide how to reach thepersonal goal. How will Jenny increase her performanceand paycheck to achieve this goal?
“In order to achieve this, Jenny, let’s figure out howmuch additional money you’ll need to make eachweek to reach your goal.”
With the last tracking report figures it was determined howmuch additional money Jenny would need each week toreach her goal. If it is broken into a weekly increase, it isnot as overwhelming. With the salon manager, Jenny thenneeds to decide HOW she can increase her paycheck.
“If you would suggest a shampoo and conditioningtreatment to each client, you will be closer to yourgoal. Do you think that’s possible, Jenny?”
This process of questions will make the goal attainable forJenny.
Rewards may not always be money. Recognition motivates and impacts longerthan monetary rewards. Let others know of the employee’s success. The rewardand recognition could be given in the following ways:
• Employee of the Month Award• a vase filled with flowers• lunch• gift certificates for dinners, movies, department stores• equipment, tools.
TIMELY RECOGNITION
The sooner the recognition the better. Let the employee know you appreciatethe performance and want the superior standards to continue.
FYI - Be consistent during all reviews and goal setting. If guidelines are followed, you will retain an efficient, professional, and goal-oriented staff.
GOAL SETTING SHEETMany successful people set professional and personal goals. To reach success you need to set a SMART Goal. Often, success requires feedback or additional training from your manager, or a qualified mentor. Be certain to ask for support in any area that you would like to grow.
1. In the next week, I will:
I will accomplish this goal by doing the following steps:
2. In the next 3 months, I will:
I will accomplish this goal by doing the following steps:
3. In the next 6 months, I will:
I will accomplish this goal by doing the following steps:
How will my position in this salon enable achievement of my goals?_______________________________________________________________________________________________________________________________________________________________________________________________________________
__________________________________Signature of Stylist
aa Identify Strengthsaa Give Feedbackaa Maintain Good Communicationaa Set Goals
This is not the time to confront non-performance. You should be confronting issues all along. The review process is the time to sumup the progress.
SCHEDULING REVIEWS RECOMMENDATION
New Stylists - For the new stylist it is suggested to review every week forthe first eight weeks. They should take 15-20 minutes.After the first eight weeks, all stylists are reviewed every sixweeks. Ask stylists to complete the Self-Review two weeksprior, have them return them one week prior, which gives you a chance to review them, and then discuss their self review during the formal review.
Seasoned Stylists - Every six weeks, schedule a performance review utilizing the Review and Summary for Stylist and the stylisttracking.
• Be consistent with reviews. It will take twice as long to bring thenumbers back if they fall behind, especially if they are unaware of this situation.
• Schedule a specific day and time for reviews with stylist. Do not schedule all reviews in one day or in one week.
• The reviews should be 10-15 minutes of uninterrupted discussion. Thismeans no phone calls, no clients, and no interruptions.
PERFORMANCE REVIEW CHECKLISTThe following checklist is designed to guide you when preparing and conducting a stylist’sperformance review.
PERSONAL PREPARATION
q I reviewed the mutually understood expectations looking at the stylist’s job duties,goals, standards, and other important areas of the job.
q I observed the stylist’s job performance against the mutually understood expectations.I did my best to:
• use no bias/prejudice• use no impulses that came from memory• give even attention to all areas of the job • focus on performance evaluation rather than character evaluation.
q I reviewed the employee’s background including:
• skills• work experience• training.
q I determined the stylist’s strengths and opportunities for growth and have documentation that will support my position. I limited myself to the most important and critical areas and have suggestions if the stylist needs assistance.
q I have identified goal setting areas.
q I scheduled uninterrupted time for this performance review to allow a full and completediscussion.
DURING THE PERFORMANCE REVIEW
q I will create a sincere, open, and friendly atmosphere. This will include:
• reviewing the purpose of the performance review• making it clear that this is a joint discussion for the purpose of problem
solving and goal setting• doing my best to put the stylist at ease.
q I intend to focus the discussion on job performance and related factors. This will include:
• discussing job requirements• reviewing employee’s strengths, needs, accomplishments, and improvements• evaluating performance results against goals previously set• being prepared to recall incidents for each point I want to discuss• encouraging the stylist to talk about personal performance• using open-ended questions to promote thought, understanding, and problem
solving.q I will encourage the stylist to solve problem areas and set goals before suggesting ideas of
my own. In the process, I will:• encourage the stylist to set personal growth and improvement goals• strive for mutual development plans which detail what the stylist intends to do, a
timetable, and support I am prepared to give.
q I am prepared to discuss work assignments, projects, and goals to achieve during the nextreview period and I will ask the employee to come prepared with suggestions.
CLOSING THE REVIEW
q I will be prepared to take notes during the review so I can summarize agreements and follow-up. During the close I will:
• summarize what has been discussed• show enthusiasm for plans that have been made• give the stylist an opportunity to make additional suggestions• end on a positive, friendly, and harmonious note• ask the stylist how I can be more helpful.
REVIEW FOLLOW-UPq As soon as the review is over, I will record the stylist’s goals, areas that need follow-up, and
commitments I made, and provide a copy for the stylist.q I will evaluate how I handled the review:
• what I did well• what I could have done better• what I learned about the employee• what I learned about myself and my job.
REVIEW AND SUMMARY FOR STYLISTThoroughly complete this form for each review. Keep your personal opinions out of the review. Give a 5 to employeesthat are consistent, but don’t pull extras. Be specific. Give definite reasons for the score in each category.
NAME ______________________________ DATE_________________________________
Ratings from 1 to 10 indicate (1) is very poor (10) is excellent. Ratings 5 & 6 meet expectations.
TERMINATIONTermination is an unpleasant task. If you terminate an employee, beprepared to present proper, consistent, and legal documentation.Without this documentation you will lose the cost of labor, attorney fees,and liabilities. Ask yourself the following questions:
• Is it a problem with staff, management, personal, or professionalproblems?
• Are you able to determine if the employee is productive and is ateam player?
• What impression does this employee give to the clients?• If a potential recruit were to speak to this employee, would the
conversation be positive or negative?• Were attempts made to correct the situation?• Were the expectations of the position clear to the employee?• Are there other alternatives that have not been considered?• Do you have the proper documentation?• Do you want 10 of this person in your salon?• Have you discussed this with your franchisee or DM?• Weigh the positives and negatives.
NOTE:Get a second opinion. ALWAYS talk to your franchisee
about termination of an employee.
KEY STEPS FOR TERMINATION
STEP 1
Check your state laws. It is important that you protect yourselfand the franchisee. Always include your franchisee or DM in thedecision making process. It may be a requirement that the franchiseeor DM be in the room with you, depending on your organization.
STEP 2
The best time to terminate is as soon as the decision is made.Putting it off does not make the task easier. Do it at the beginning oftheir shift. Check to see how many hours you need to pay them forcoming in to work their shift.
Have the following ready and available: the employee’s personnelfile with all of the appropriate documentation, the exit questionnaire,and the termination forms. You SHOULD NOT COPY letters, memos,or anything the employee can take.
Prior to meeting with them, gather all of the employee’s personalbelongings in a plain plastic or paper bag. You do not want them tobe walking through out the salon and possibly disrupting the atmosphere. Ask for salon keys and any manuals or information, andhave them leave quietly. Stay with them until they leave the premises.
Be prepared and keep it short. It should take no more than 5 minutes. Explain that the decision has been made and do not waiver from the point. DO NOT GO INTO DETAIL OR APOLOGIZE.
If the employee refuses to sign the termination form, indicate thison the form and HAVE A WITNESS SIGN THE FORM.
The customer names and Perm & Color Cards are the property ofthe salon. Do not let the terminated employee take these cardsor copies of the cards.
It is recommended that an Exit Questionnaire is completed by ALLterminated employees. This is your opportunity to learn the areas thatneed improvement and change in order to create a more effective company. File an Exit Questionnaire in the terminated employee’s personnel file.
STEP 4
Complete a Terminated Employee Form and ask the employee for signature and date. Retain a copy in the terminated employee’s personnel file.
STEP 5
Notify your supervisor immediately of the termination, voluntary orinvoluntary. Keep a record of all voluntary and involuntary terminations. Check your state unemployment offices for information.
STEP 6
If the terminated employee was eligible for the insurance benefits offeredby the franchisee, a letter must be sent to the employee’s last knownaddress with the cost and what the terminated employee needs to do inorder to keep the insurance. Usually, the individual has 60 days from thedate of notice to inform the company of a decision. The first payment ofthis insurance should be received within 45 days of the date they sign theform electing for continued insurance coverage.
EXIT QUESTIONNAIRE1. What are your reasons for leaving?
______ leaving the area ______ returning to school______ health reasons ______ family circumstances______ disliked ______ secured better position______ hours ______ going into business for self______ type of work ______ retirement______ working conditions______ other:______________________________________________________________
2. If you are going to another job, what does that job offer you that your job at this salon did not?______________________________________________________________________________________________________________________________________________________
3. What is your opinion on the following:excellent good fair poor
a. your wages q q q qb. your commission schedule q q q qc. your hours q q q qd. opportunity for advancement q q q qe. working conditions q q q qf. insurance program q q q qg. vacations q q q qh. dress code q q q qi. communication within salon q q q qj. communication with home office q q q q
4. How would you rate the following in your training into the job?______ extremely helpful ______ helpful______ very helpful ______ only slightly helpful______ not helpful
What could have improved the training:______________________________________________________________________________________________________________________________________________________
5. How would you rate your salon manager in the following areas?excellent good fair poor
a. demonstrates fair and equal treatment q q q qb. provides recognition on the job q q q qc. resolves complaints and grievances q q q qd. follows consistent policies and practices q q q q
If certain items aren’t in place before recruiting, the recruitingefforts will be wasted.
Before you start recruiting, the following four items be in place:
1. You must have clean salon
2. Staff must be insuring great customer service
3. Know your competitors
4. Staff must be aware of their part in recruiting new stylists
A leader’s job is to insure that the salon is always in the right condition
for recruiting.
HOW TO DETERMINE JOBREQUIREMENTS
PURPOSE OF THE JOB~ What is the ultimate product or service desired?~ What is the relationship of this job to others in the
organization?~ What are the consequences of poor or non-performance?
WHAT THE JOB HOLDER ACTUALLY DOES:~ What are the most important duties performed?~ What are the secondary duties?~ How often are the duties performed?~ What is the nature and scope of decision making?
HOW THE PERSON PERFORMS THE JOB:~ What are the reporting relationships?~ What internal and external contacts are involved?~ What are the general working conditions (i.e., hours, advantages,
co-workers)?
WHAT HUMAN RELATIONS AND PERSONAL SKILLS AREREQUIRED:
~ What interpersonal skills are required to support relationships with others?
~ Is the position detail oriented?~ Is logic or reasoning required?~ What specific skills are absolutely essential?
WHAT PHYSICAL ATTRIBUTES ARE NECESSARY:~ Is physical strength required?~ The ability to stand for a certain length of time is a factor
NOTE: Physical characteristics must be substantiated. Refer to American WithDisabilities Act and your local Equal Employment Opportunity Commission forlegal advice. If you elect not to hire a handicapped person, you may be required toshow:
~ Specifically how the handicap prevents the person from doing the work
~ How the person would create a health or safety hazard for others.
Your Appearance - Present yourself in a way that will appeal tothe stylists you want to recruit. Make sure your hair, make-up, andnails are up-to-date and professional looking.
Your Attitude - Be dynamic and show people how excited youare about the company and the salon industry.
Your Audience - Know your audience and what will appeal tothem. Explain the opportunities that are available and what theyhave done for you.
Your Stage - Arrive early to allow set up time and include a display of products and advertising. Also make sure you haveeverything you need as far as equipment (TV/VCR/DVD, flip chartstand...). Be prepared with job descriptions, employee handbooks,applications and business cards.
Your Topic - In some cases you will be able to do a recruiting presentation or participate in a job fair. Other ideas might includestyle finishing, customer service, trends or specialty perm wraps.
When possible, do a demonstration and bring a model along.Door prizes are always a popular way to begin or end a session.
Follow-Up - Always send a thank you card to the school contactwho made it possible for you to present. If the budget allows, youmight consider sending a gift basket of products. Send a letter torecent graduates or recent recipients of cosmetology licenses tolet them know you are interested in them.
Congratulations on your graduation and best of luck on your upcomingcosmetology licensing exam!
I know this is an exciting time for you, and probably also one of mixedemotions - relief at having classes behind you combined with a feeling of"What Now?" As you know, cosmetology is an exciting, growing industrywith opportunities that didn't exist a few years ago.
Let me introduce you to one of those options - (salon name). We offeroutstanding employment benefits to cosmetologists, including:
a Excellent starting paya Health Insurancea Established Clientelea Advanced training in hairstylinga A Career ladder for those of you looking to advance.
We are currently expanding in the (location) area. We would like toarrange for you to visit one of our salons so you can see how we work.Please give me a call __________________ at any time.
Congratulations on your successful performance on the state cosmetology licensing exam! You should be very proud of your certificate and excited to enter this growing and dynamic industry.
At (salon name), we believe in this industry. We are committed to raising standards for style and excellence without sacrificing valueand convenience to our customers.
Whatever your career plans, consider (salon name) a great place tostart. I can assure you the education we provide, the experience yougain, and the friendships you make will last a lifetime.
I would be happy to talk to you about arranging a visit to one of oursalons near you. Please give me a call any time.
Do not look to advertising as your main source of recruiting. It is costlyand sometimes has only minimal results. If you are using other ways toactively recruit, your ads will have a much greater impact and probablyget better response.
v Use the salon logo whenever possible in your ads.
v If you can incorporate things that will differentiate you from the competition, you will draw attention to your ads.
Bounce Back Coupons - Give a coupon (in a Product Sample Pack) toevery applicant that interviews, and if they are hired they can redeem thecoupon. The coupon could be for various things including:
v cash sign on bonusv set of styling toolsvmoney towards a wardrobev one month free rentv one month car payment
Discount or Memberships - Network with other area businesses to see what perks you could offer employees. It may include corporatememberships to places like Sam’s Club or health clubs.
Another option besides placing classified ads is mass mailings. TheDepartment of Commerce or State Cosmetology Board can provide a listof licensed stylists and you may send out a recruiting brochure or letter.
Your Current Stylists
Don’t overlook the great resource that you have in your current stylists.They can recruit friends in the industry. If possible, offer a referral bonusto the stylists after one of their referrals completes a designated durationof work.
Brainstorming: Brainstorming: TTop Ideas: op Ideas: vvvvvvvvvvvvv vvvvvvvvvvvvvvvvvvvvvvvvvv
IN HOUSE ACTIVITIESFree In-Store Demonstration / Open House
If you are having a training from a technical person or a vendor,invite your local beauty school students to join you. You can:
~ Have a guest book (to gather names, addresses and phone #)~ Display recruitment materials on a table~ Serve hors d’oeuvres and nonalcoholic beverages~ Play videos in the background~ Give away goody bags~ Have a prize drawing for free products, etc.~ Make employment applications easily available ~ Offer free make-overs
Job Fairs and Career DaysYou can get job fair listings at the following sources:~ Chamber of Commerce~ Internet~ Local High Schools~ Beauty Schools~ Mall Administrative Offices
Jobs America:Another method of participating in a job fair is through a companythat specifically conducts job fairs, such as Jobs America. They canbe found on the web at www.jobsamerica.com.
Give Coupons to Soon to be Graduating Students:When visiting a beauty school, ask who will be graduating within thenext 3 months. Give them a coupon for a free haircut or stylingservice at your salon. A member of management should do theirhair as it is an optimal time to recruit.
On Site Interviews:Prior to a visit, ask the school director if any of the students who willbe graduating within the next 3 months would be interested in goingthrough an interview with you. Even if they are not interested in yoursalon, it is an opportunity for them to go through the process to prepare them for future interviews. Our hope is that we can getfuture stylists interested in working for us. You may even hire somestylists on the spot. Take applications with you.
1) Arrange the following 5 animals according to your preference:
___ Cow___ Tiger___ Sheep___ Horse___ Monkey
2) Write one word that describes each of the following: (EX: beautiful)
Dog _______________Cat ________________Rat ________________Coffee _____________Ocean _____________
3) Think of someone you know, who also knows you, that you can relatethe following colors. Do not repeat your answers, name only one person for each color:
EMPLOYMENT APPLICATIONAn applicant may call the salon in response to an ad in the paper or an applicantmay walk into your salon looking for a job. Whatever the situation, ask all candidates to complete and sign an application. A resume may contain discriminating information and is not sufficient when applying for a job.
It is recommended that the applicant complete the INTERVIEW QUESTIONSform (see page 123) at the same time the application is completed. Using thismethod will give you the answers to important questions and will also give you achance to see the applicant’s written communication skills.
Review each application to determine if the person is qualified for the position.
Look for the following on applications:
1) Education/Beauty or barber license2) Visa/Immigration status3) Disabilities that may affect ability to do job4) Time lapse between jobs5) Reasons for leaving jobs
If you advertised for a full time stylist and this candidate wants to work part time,tell the candidate you will keep the application for future reference. Tell the individual you have no openings at the present time. Be cordial, warm, and sincere with the candidate. This is a ‘prospective employee’ who may know astylist that is looking for a full time position.
INTERVIEW PREPARATION• Make the following available for potential employees who are filling out
applications: a clean writing area, a black pen (with no advertisement), and aphone book so they may look up past references.
• Choose a location that is private and free from interruption (the phone can beespecially irritating). For a new salon in a new area, you may consider interviewing in the salon (even in the final construction stages) so the applicant can actually see the salon.
• Interview all qualified applicants as soon as possible. MAKE YOURSELF AVAILABLE TO INTERVIEW ALL APPLICANTS YOU FEEL ARE QUALIFIED.
• Determine which applicants are qualified and which ones you choose to interview based on the employment application, etc. If you do not interviewall applicants, be prepared to show that you were non-discriminatorywith the applicants you chose not to interview.
• Avoid lengthy time spans between interviews to help ensure that they areuniform.
• Review the application and Interview Questions form prior to sitting down totalk with the candidate. Be prepared to ask open-ended questions.
• Ask each applicant the same questions. Take notes after each interview. Do not rely on your memory. Do not write notes on the application.
THE INTERVIEWBREAK THE ICE
• Shake the applicant’s hand and introduce yourself using your name and title.Create a positive image for you and your salon.
• Be friendly and put the applicant at ease. Create an atmosphere of harmonywith your candidate. Show acceptance and understanding for the other person.
• Assure the applicant that all information will be treated confidentially.• Tell the applicant what will happen during the interview. EXAMPLE: “I am
going to review your application with you, ask you some questions, tell youabout the position, and then I would like to answer any questions you mayhave.”
• Ask appropriate questions and allow the applicant to talk. Do not ask leadingquestions. Formulate questions relevant to past experiences. Listen intentlyand let the candidate talk freely. LISTEN.....
• Ask for clarification and do not continue if there is some doubt to an answer.• Ask questions to:
o Probe - not cross-examineo Inquire - not challengeo Suggest - not demando Uncover - not trapo Draw out - not jump ono Guide - not dominate
• It was already recommended that the Interview Questions be completed byapplicants along with the Application for Employment. Choose some of the following sample questions if you feel the need to ‘probe’ further.1. What would be an ideal job to you?2. How did you decide on this type of work?3. What do you think motivates stylists?4. What are your reasons for changing jobs at this time?5. Why do you think I should hire you? What strengths will you bring to this
job? Be specific.6. What weaknesses do you want to improve?7. What do you think are the major responsibilities of a manager?8. How do you feel about working evenings and week-ends?9. How do you feel about selling products and extra services?
• Avoid too much small talk, the applicant may have time constraints.• Be organized and prepared to interview.
NOTE: During the interview ask each applicantthe same questions and give all applicants the same
information. To do anything else can be seen as discriminatory.
TELL ABOUT THE SALONExplain the Position• Using the job description, explain the position to the applicant.• After you have completed your questions, explain what type of employee you
are looking for. First impressions and feelings should not be discounted whenlooking for new employees. The staff that is hired is the image of your salon.Hair, make-up, and clothing should be fashionable, but not extreme. The personality of the staff hired is very important. Look for ease of conversationwithout dominance, confidence with the maturity to accept suggestions, andflexibility combined with the ability to think ahead and set personal goals.You want staff that is professional, self-motivated, and responsible. Flexibility is another important factor. You will need their flexibility to schedule whatis best for the salon’s business.
• Briefly explain the following to the applicant: o What you are looking for in an employeeo The average stylist’s payo Career and advancement opportunities.
• Define the salon hours and some of the operating procedures.• Briefly explain company benefits, the pay plan, and other pertinent information.
Prior to interviewing, it may be helpful to figure a stylist’s three month average payand show the applicant these figures. By using this method you will give the applicant a stylist’s average pay, but will notguarantee any set pay. Prior to interviewing, discuss this information with the franchise owner. There maybe certain items the franchise owner would like you to highlight during the interview.
• Briefly explain the orientation training, advanced training, and career opportunitiesavailable in the franchise system.
ASK FOR QUESTIONS
• This is their opportunity to ask about anything that has not already been covered,or they need further clarification on.
CLOSE THE INTERVIEWIt is important to close the interview properly. The applicant needs to know what happens next. • Always ask the applicant if they have additional questions. This gives you an
opportunity to learn more about the applicant’s personality and goals. It also givesyou an opportunity to see if the applicant has a genuine interest in your salon.
• Let the applicant know when you will make a decision and how you will notify themof your decision, by phone or letter.
• You want the applicant to leave with a good impression of the interview and of thecompany. A good impression is necessary whether or not you are considering theapplicant for the position. The applicant will tell other people (potential clients andemployees) if it was a good or a bad experience. When the applicant talks to others about your salon it will increase the image of your salon. Create a positiveexperience.
• Be professional and positive in all you say and do during the interview and close.You are the role model for all applicants and potential employees. If they see professionalism, they will know what to expect and what is expected of them if theyare hired.
SCHEDULE & COMPLETE A SECOND INTERVIEW (optional)If you do with one applicant, do with all - avoid a discrimination lawsuit.It may be necessary to schedule a second interview with the applicant. This is anopportunity for you to see the stylist’s customer handling and technical skills on amodel and get a second opinion from the franchise owner or another designated person of authority. During a second interview ask additional, relevant, open-ended questions. It is important to let the applicant do 50 - 75% of the talking.The second interview is important if the individual is applying for a training position.
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INTERVIEW QUESTIONSProspective Employee:
Date of Interview:
1. What did you like most about your last job?
2. What are your career goals for the next 2 years?
3. Describe the perfect salon manager.
4. What did you like least about your last job?
5. What kind of emergency will cause you to miss work?
6. What will you contribute to our salon?
7. What are some challenges you have had in your present position?
8. How do you feel about attending periodic training classes on your day off or on weekends?
q Applicants have completed and signed Application for Employment. Do not take resumes alone because they may contain discriminatory information (informationabout family life, race, religion, etc.).
q Review each application to determine if individuals are qualified for the position.q Have applicants complete Interview Questions (optional, but be consistent).INTERVIEWq Location for the interview is private and free from interruption.q Interviews are scheduled as soon as possible.q Review each application with the applicant, ask open-ended questions.q DO NOT WRITE ON THE APPLICATION. Notes should be made on a separate
piece of paper after the applicant has left. Do not staple or tape notes to application.q Use the sample interview questions with each applicant. q Explain the position to the applicant using the job description.q Explain the following to the applicant:
• Review and goal setting procedures• Probation or introductory period, if applicable• How unacceptable behavior is handled • Hiring and termination procedures
q Explain benefits, pay plan, orientation, and training to the applicant.q Define salon hours and some of the operating procedures.q Close the interview. Ask for additional questions and tell the applicant what will
happen next. EXAMPLE: “I will call you on Thursday morning with a decision. Where can I reach you on Thursday?”If you believe that this person is not the right candidate to fit into your team, you may say
“Thank you for your time, I am conducting several interviews and will make my decision today. If you do not hear from me by 5:00 today you can assume that theposition has been filled.”
q ASK EACH APPLICANT THE SAME QUESTIONS AND GIVE THEM THE SAMEINFORMATION.
q If necessary, schedule a second interview. Ask the applicant to bring a model to cut.q Ask additional, relevant, open-ended questions during the second interview. It is important
that during the second interview the applicant does 50-75% of the talking.THE DECISION
q Who is most qualified based on the application, the Interview Questions and personal overview of the applicants?
q Valid, legally defensible reasons for NOT hiring the other applicants:
• no cosmetology or barber license• not valid citizen/no work permit• disabilities that would prevent them from doing the job• inability to work hours needed
REFERENCES
q Check references. Ask the following questions:
When did this person work for you?How long did this person work for you?Would you rehire this person?What was (applicant’s) strongest area(s)?What was (applicant’s) weakest area(s)?
HIRE STAFFq Contact by phone & confirm a start date.q Record the new hire’s beauty or barber license number. (If license cannot be verified, do
not hire the individual.)q Start date and time agreed upon.q Explain orientation and training and how long it will take.q Clarify details about tools and appliances.
LETTERS TO NON-HIRES (optional, but be consistent)
q Send a letter to each applicant that is not hired.q Retain all applications for future needs.
To insure all information is up-to-date, contact your state and federal labor board.
Note: It is not illegal to ask these questionswhen checking references. However, ifsomeone calls you to check references on aformer employee, you can only answer thefollowing questions: 1. Did they work for you?2. How long?3. What was their position in the company?
ANTI-DISCRIMINATION GUIDELINES FOR INTERVIEWINGBecome familiar with the following anti-discrimination guidelines before you begin to interview. The following informationwill help you to distinguish legal from illegal questions. Read this information carefully. Any questions not job-related maybe unlawful if the information obtained is used in a discriminating manner, which would be difficult to prove otherwise.
SUBJECT
SEX
RESIDENCE
RACE / COLOR /NATIONAL ORIGIN
AGE
MARITAL / FAMILYSTATUS
ARRESTS ANDCONVICTIONS
WHAT TO ASK
None
What is your present address?
None
If hired, can you provide proof thatyou are at least 18 years of age?
None(An employer may ask if
candidates have commitments orresponsibilities preventing them
from meeting attendance requirements, or if they anticipateany lengthy work absences. You
must then ask all candidatesthis question)
During the past seven years, haveyou been convicted of a crime,
misdemeanor or felony? You maynot deny employment based on a
conviction not related to work, i.e.; DUI.
DO NOT ASK
Are you male or female?What are the names and
relationships of the persons living withyou? What is your sexual orientation?
Are you gay?
Do you own or rent? Give the namesand relationships of persons
residing with you.
What is your race? What color is yourhair, eyes, or skin? What is your
ancestry, national origin, descent,nationality? What is your native
language? What is the nationality ofyour parents, spouse?
What is your date of birth?How old are you?
What is your marital status? What isyour spouse’s name? How many children do you have? Are you pregnant? Do you plan to have
children? What day care provisionhave you made for your children?
Have you ever been arrested? Haveyou ever been charged with a crime?
o Evaluate the applicant’s experience and past performance against the job requirements. Are both acceptable? Focus on what was accomplished in past jobs.
o Determine the applicant’s level of responsibility in previous jobs. Can the applicantmake the transition if the position is different from the previous positions?
o Examine the skill and knowledge level of the applicant. Can the applicant meet your needs? Is the applicant adaptable to the job?
o Identify the applicant’s strengths. Will the applicant enhance the position?
o Identify the applicant’s weaknesses. Would the applicant have a negative effect onperformance or the salon atmosphere?
o Is the applicant stable and motivated?
o Is the applicant’s personality compatible with others in the salon based on your needs analysis?
o Look at the applicant’s history, the lapse of time between jobs, the variety of jobs,dependability, and attitude toward work, co-workers, supervisors, and customers.
It is important that you have valid, legally defensible reasons for not hiring the otherapplicants. Dependent on the position you are filling, the following are legal reasonsnot to hire:
• No valid beauty or barber license• Medical reasons that would prevent applicant from fulfilling the job description• Inability to work hours or days requested• Not a valid citizen or no work permit
Be careful and do not make any promises. It is your obligation to exercise reasonablecare in hiring individuals who, because of the employment, may pose a threat or injuryto members of the public or to co-workers.
NOTE: Check your state and local statutes on hiring and terminating policies and procedures.
If possible, check references and former employers of all applicants. Ask the following questions:
• When did this person work for you?
• How long did this person work for you?
• Would you rehire this person?
• What is this person’s strongest area?
• What is this person’s weakest area?
Some former employers will answer your questions, others will give you only the bareessentials, when and how long the former employee worked.
HIRE THE CANDIDATE
Use the following procedure to hire the candidate you have chosen.
• Contact the applicant you want to hire by phone and confirm the start date. Bespecific about the time to report for work, what the orientation and training will be,and what tools, appliances, and equipment to bring. Do not let them second guesswhat to expect. BE SPECIFIC.
• During the initial phone conversation to hire the candidate, ask for and record thenew employee’s beauty or barber license number. If the candidate cannot verifythe license number to you, you cannot hire them.
• When the new employee arrives for the first day, have them complete and sign allforms included in your employee handbook. It is recommended that the orientationtraining begin on the first day of employment.
WRITE LETTERS TO APPLICANTS YOU DO NOT HIRE (optional - be consistent)
One option for communicating to non-hires is to send a letter. This will tell the individual that your salon is a professional organization and that follow through isimportant in the hiring process. A personal letter is a courtesy to the applicant. If youare certain during the interview that you will not hire the candidate, another option isto tell them at the end of the interview that you are still conducting interviews and ifthey do not hear from you by (give time-frame) then they can assume that the positionhas been filled.
Manager defines limits, asksgroup for suggestions.Manager permits subordinatesto function within the limitsdefined by the supervisor.Autonomy (able to work ontheir own) with accountability.
1. If necessary, ask for specifics to clarify their objections. __________________________________________________________________________________________________________________________
2. Paraphrase (repeat back in your own words) to show understanding. _______________________________________________________________________________________________________________________
3. Respond with appropriate facts and / or benefits.________________________________________________________________________________________________________________________________________________________________________________
4. Check for Reaction. _______________________________________________________________________
NOTE: It may be necessary to repeat these steps until youhave satisfied the employee with a reason or benefit that theycan agree with.
Page 1Directions: For the next month, use pages 1 & 2 of Project #3 to track allabove standard performance that you see. At the end of the month’s timeframe, contact your coach and discuss the results. Transfer the contactdate to your planner or calendar.
Page 1Directions: Think of someone in your salon that needs coaching,teaching or counseling. Answer these questions before you beginthe process. Doing so will allow you to know if this person has beenset up for success or failure.
1. Are my expectations crystal clear? What makes me think so (or not)?
2. Are my expectations reasonable and fair? What makes me think so (or not)?
3. Have they received adequate training to do the job properly? How doI know?
4. Do they understand WHY it’s important to do the job correctly? How doI know?
5. Am I holding them accountable for their performance? Are there appropriate and consistent consequences for non-performers?
6. Do I consistently recognize and reward positive performance? What makes me think so (or not)?
7. Have I given them the freedom to be successful? How can I be sure?
8. Are they facing any obstacles to performing as desired? How do I know?
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PPPPRRRROOOOJJJJEEEECCCCTTTT ####4444What is my next step?
Page 2
Directions: After answering the previous 8 questions, create a listof steps that you will take to insure that this employee has everyopportunity for success.
Use this 2-page list of questions any time that you are expectingmore from someone than they are actually producing. It can also beused as a check list for preparing to train an individual or group ofemployees.
Directions: During your next salon meeting, use the Storyboardingconcept with your team to determine the topics that they would liketo cover in your following salon meeting.
You will need:~ Pink, blue and white note cards or index cards~ Tape~ Markers~ Wall space
Begin the meeting by telling them that you are about to try a newtechnique for determining the needs of the salon staff. This technique is called Storyboarding. Explain the process as to how itis done.
How To Use It
1. The top card, usually pink, is called the topic header. This should identify the topic to be defined or the problem to be solved.
2. Next comes the purpose header. A blue card on the far left. Underneath the header comes “subbers”, white cards. You need to come up with yourpurpose subbers before continuing the board.
3. On the far right of the board, put up a blue header called “Miscellaneous”. This will be a “catch-all” header for items that don’t seem to fit anywhereelse. These can be adjusted into headers later on if a group of similar items appear.
4. You can now fill in your storyboard with more blue header cards that willbe your main categories or major issues.
5. Underneath each header comes “action steps”. These are the white cardsthat describe the actions that need to be accomplished. The white cards need to have a verb in them. These are things that you do.
6. After all these cards are in place and your project is planned and organized, the next step is assigning responsibility and writing in the nameof the person responsible and the completion date.
7. Finally, when anything is complete, mark it off. Remember to go back to your storyboard and put a line through anything that is complete so that you have an accurate picture of where the project is.
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PPPPRRRROOOOJJJJEEEECCCCTTTT ####7777TABB Form
Directions: Use this form to identify the following:
T - What is/are the most important Thing(s) you learned from today’s training.
A - What Action(s) would you like to take on your idea(s)?
B - What Barriers stand in the way of your taking action?
B - What are the results, rewards, and Benefits you would receive if you did take action?
Promise yourself that you will take action on what you have learned.Write all promises as positive statements. Check back on yourself atthe end of 10 days. Write your goal and a way to reward yourself onyour calendar.
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Creating a Vision Board InstructionsDuring a salon meeting, ask your staff to create their own Vision Board.Follow instructions below:
Supplies needed:
• Large sheets of paper (one per person)
• Glue sticks
• Scissors
• Markers
• Magazines
Instructions:• Have each participant picture themselves in six months…what they
would like to have or do that they haven’t accomplished so far.
• Tell them to look through the magazines for pictures that represent theirgoal.
• Have them cut out the pictures and glue them to their vision board as acollage, they can also decorate their board to personalize it further.
• Ask for volunteers to show their boards.
• Using their posters, ask them to write the actual goal they want to accomplish using the Goal Setting Sheet - Project 9 - on the next page.
• Pair participants with a partner.
• Tell them to discuss the steps needed to achieve their goal with their partner and record the steps on the Goal Setting Sheet.
• Provide assistance as needed to make sure that the process they outlined may actually get them to their goal.
• Ask for volunteers to report what they have written and offer encouragement.
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GOAL SETTING SHEET
Many successful people set professional and personal goals. To reach success you need to set a SMART Goal. Often, success requires feedback or additional training from your manager, or a qualified mentor. Be certain to ask for support in any area thatyou would like to grow.
1. In the next week, I will:
I will accomplish this goal by doing the following steps:
2. In the next 3 months, I will:
I will accomplish this goal by doing the following steps:
3. In the next 6 months, I will:
I will accomplish this goal by doing the following steps:
How will my position in this salon enable achievement of my goals?_________________________________________________________________________________________________________________________________________________________________________________
__________________________________Signature of Stylist
Directions: Record all of the recruiting ideas that you would like todiscuss with your franchisee or DM.
Idea #1
Idea #2
Idea #3
Idea #4
Idea #5
Idea #6
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PPPPRRRROOOOJJJJEEEECCCCTTTT ####11111111TABB Form
Directions: Use this form to identify the following:
T - What is/are the most important Thing(s) you learned from today’s training.
A - What Action(s) would you like to take on your idea(s)?
B - What Barriers stand in the way of your taking action?
B - What are the results, rewards, and Benefits you would receive if you did take action?
Promise yourself that you will take action on what you have learned.Write all promises as positive statements. Check back on yourself atthe end of 10 days. Write the goal and a way to reward yourself onyour calendar.
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Workshop Evaluation
Workshop ___________________________ Date __________________________
![PWB Handbook[1]](https://static.documents.pub/doc/80x56/577d25b71a28ab4e1e9f734a/pwb-handbook1.jpg)
