Home Service Professionals Training

Home Service Professionals Training

MOLLY MAID, INC.

January 1, 2015

Table of Contents

1.

Introduction 2 The Significance of Training .........................................................................................................3 The Goal of Training.........................................................................................................................3 Points to Keep in Mind....................................................................................................................3 Training/Learning Styles...............................................................................................................4 1.1.1 Kinesthetic/Tactile .............................................................................................5 1.1.2 Visual ........................................................................................................................5 1.1.3 Auditory...................................................................................................................5 2.1 Introduction .................................................................................................................................8 2.2 Steps to the Training Program .............................................................................................8 3.1 Introduction ..............................................................................................................................10 3.2 Requirements to Do a Good Job ........................................................................................10 3.3 Qualities of an Effective Trainer .......................................................................................10 3.4 Skills of an Effective Trainer ..............................................................................................11 3.5 Responsibilities of a Trainer ..............................................................................................11 4.1 Build Strong Communication.............................................................................................13 4.2 Clarify Expectations...............................................................................................................13 4.3 Focus on the Situation or Behavior, Not the Person ................................................13 4.4 Maintain Self-Confidence and Self-Esteem of Others ..............................................14 4.5 Maintain Constructive Relationships .............................................................................14 4.6 Take Initiative to Make Things Better............................................................................14 4.7 Lead by Example .....................................................................................................................15 5.1 Introduction ..............................................................................................................................17 5.2 Orientation ................................................................................................................................17 5.3 DVD Training ............................................................................................................................18 5.4 Field Training ...........................................................................................................................18 5.5 Sample Training Schedule...................................................................................................19 5.1.1 Training Schedule for the New MOLLY MAID Employee .................19 5.1.2 First Day: Orientation .....................................................................................19 5.1.3 Second Day: Wet Work: Bathroom............................................................19 6.1 Introduction ..............................................................................................................................22 6.2 Duties...........................................................................................................................................23 6.3 Promoting Team Leaders ....................................................................................................23 6.4 Sample Training Schedule...................................................................................................24 6.1.4 Training Schedule for the New Team Leader .......................................24 6.1.5 First Day: Orientation .....................................................................................24 6.1.6 Training Day 2 ...................................................................................................25 6.1.7 Training Day 3 ...................................................................................................26 6.1.8 Training Day 4 ...................................................................................................27 6.1.9 Training Day 5 ...................................................................................................27

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1. Introduction

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The Significance of Training Training is crucial to the success of any service business because your employees perform services for your customers, and many have direct contact with them. Employees must be trained to consistently satisfy customers quickly and efficiently. You and your employees must have a thorough understanding of the MOLLY MAID system, its rationale and how to execute it. Training never ends; you and your employees must strive to continually improve both customer satisfaction and operating efficiency. This manual teaches you and your staff the methods that can be used to effectively train and inspire your new employees. All employees should continually upgrade their expertise. The trainer can be you or a member of your staff. The first few days of a new job are critical. The trainer must teach the new employees the MOLLY MAID system of cleaning; inspire them to meet and exceed customers’ expectations as well as to be the best in the industry. The inspiration to be the best must come from you and is one of the most important things you will ever model for your employees. The Goal of Training The goal of employee training is to bring employees into MOLLY MAID by familiarizing them with their jobs and with MOLLY MAID’s operations, policies, and procedures. Getting them familiar with the system will reduce first-day jitters. When conducted properly, training sessions instill positive attitudes about your MOLLY MAID business, develop productivity more quickly, reduce the likelihood of misunderstandings about policies, and improve communication between employees. The more effort that is made to get the employee started correctly, the more likely it is that she will feel comfortable, accepted, and encouraged. The training process is instrumental in setting the stage for long-term employment.  Make a good impression on new employees  Make new employees feel welcome, at ease, and supported  Explain what MOLLY MAID is all about, including policies, procedures, benefits, and programs  Teach the MOLLY MAID cleaning system Points to Keep in Mind The first few days and weeks on the job set the tone for an employee’s comfort and performance levels within her new environment. Keep these key points in mind when designing training. The main objectives of the training program are:

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 An effective program requires time. o Do not give employees too much information at once; spread it over a few days for better retention.  Make sure that you teach to your new employees learning style o Kinesthetic/tactile, Visual, Auditory o Use the learning style quiz in the Trainer Manual  “Hands-on” experience is the most effective way to teach and it helps employees relate written materials to the real-life situations they encounter every day.  Listen to new employees and answer their questions. o Make them feel comfortable when they ask questions. o Be open and available to them.  Develop specific orientation procedures that include giving new employees a tour of the office, introducing them to their co-workers and explaining the business’ general procedures.  Training that lacks objectives makes new employees nervous and their transition into the business harder. o A trained trainer must personally be involved during their first several days and make training goals clear. Follow-up sessions reinforce important issues. o Conduct these a few weeks after training. 

Employee training lasts at least two weeks depending on:

 How quickly the employees assimilate the information  The training methods used  The customer demand and your need to provide teams

The Training and Orientation checklists will assure you cover all the material needed.

Training/Learning Styles A prerequisite to effective training is to understand that each person learns differently. This is important to keep in mind because as the trainer it is your job to present the material using the most effective methods. All of us use our senses to process the information and the world around us. Most people tend to favor one of their senses more than the others. The three learning are styles: 1. Kinesthetic/tactile 2. Visual 3. Auditory To understand, communicate and train using the three types of learning styles your employees will have, we have noted them below with a brief description:

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1.1.1 Kinesthetic/Tactile

Kinesthetic team members learn by “experiencing” how something is done, which means they will actually need to perform the task to insure the information being taught will be retained in their long-term memory. They memorize by walking through or physically executing the cleaning steps. Hands-on training in the home will help validate this employee’s learning style. Characteristics of the kinesthetic learner:  Needs to be active and take frequent breaks  Speaks with their hands and with gestures  Remembers what was done, but may have some difficulty recalling what was said or seen  Finds reasons to tinker or move when passively observing  Relies on what they can directly experience or perform  Activities such as and art help them perceive and learn  Sits near the door or someplace else where they can easily get up and move around  Is bored in classrooms where they lack opportunities for hands-on experience  Communicates by touching and appreciates physically expressed encouragement, such as a pat on the back

1.1.2 Visual

Visual team members learn by using images, pictures, and colors to organize information as well as communicate with others. These employees tend to be your map-readers, they rarely get lost. Because the mind of a visual leaner tends to wander, they may have trouble remembering verbal instructions. Watching the DVD, reading the Safety Manual and the workbook and having the Cleaning Training checklist to refer to will help them in their learning process. Characteristics of the visual learner:

Takes numerous detailed notes Tends to sit in the front of the class

Is usually neat and clean

 Often closes their eyes to visualize or remember something  Finds something to watch if they are bored  Likes to see what they are learning  Benefits from illustrations and presentations that use color  Is attracted to written word or a spoken language rich in imagery  Prefers stimuli to be isolated from auditory and kinesthetic distraction

1.1.3 Auditory

The auditory team member learns best by listening and talking. Though they are good listeners, they are also very vocal. They tend to talk to themselves as they learn; either by mouthing what they just heard or by saying it aloud. Auditory learners memorize by repeating the steps, procedure, and sequence. The auditory learner will learn from the voiceover in the DVD and from the trainer’s verbal instructions during the hands-on training sessions. The trainer will need to verbally review the training tools and steps to

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ensure the employee has absorbed the information. To access the level of understanding, have the trainee repeat back to you what they just heard, "Tell me in your own words..." Characteristics of the auditory learner:  Sits where they can hear but often times does not pay attention to the physical cues of the trainer  Colors or clothes may not be coordinated but they can explain why they are wearing what they are wearing and why  Hums or talks to themselves or others when bored  Acquires knowledge by reading aloud  Remembers by vocalizing lessons to themselves

As trainers we tend to teach according to our own learning preference. So know the material well so your focus is spent on utilizing the three learning methods .

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2. Developing a Training Program

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2.1 Introduction The employee-training program is one of your highest priorities. You want to make sure to set all of your employees up for success, therefore setting your business up for success. The training program is not elaborate, but it does require one on one attention to your new employee to ensure that they understand the Molly Maid system of cleaning. The training program is well defined and required for all your employees. As your business grows, a Field Supervisor or Trainer that you trust will take over some or all of the training functions. They must thoroughly understand the training process and be trained in how to train others. The “train the trainer” process is extremely important to the long-term success of your business. 1. Prepare an Employee Handbook and Safety Manual and include a portion on driving safety. Use material in this and the Personnel Manual as the basis for your Employee Handbook and Safety Manual, but consult a lawyer or your state’s labor board to determine what is legally required in your state. 2. The material in these manuals is not to be used “as is.” It must be adapted to the particular needs of your business and the laws of your state and city. 3. Prepare a training agenda. A sample agenda is covered later in this manual. 4. Create an office area where new employees can view the training modules and workbook and where you can show them the cleaning chemicals and equipment. 2.2 Steps to the Training Program

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3. Who Should Be a Trainer?

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3.1 Introduction At the point when you no longer have the time to filed-train your employees, you must add a trainer. Initially this person will work as a customer service representative, trainer, substitute HSP, quality assurance coordinator, and anything else that is needed. As your business continues to grow and you hire more people, the roles will become more distinct. The trainer will have a significant impact on the quality and efficiency of all future employees so the decision whether to promote an employee or hire a new trainer is very important for the future of your business.

3.2 Requirements to Do a Good Job

To assist trainees in learning their new jobs, the trainer must have:

1. Authority 2. A clear definition of her job 3. Access to the franchisee and/or supervisor 4. Information on the company’s training priorities

3.3 Qualities of an Effective Trainer

An effective trainer must have many of the following qualities:

Ethical standards

 

Ability to achieve results

 Ability to build trust and gain respect  Ability to encourage and coach others  Patience  Empathy and true concern for new employees  Insight into human behavior  Ability to focus and organize priorities  Versatility  Ability to acknowledge limitations  Positive frame of mind  Self-motivation  Ability to think independently  High energy level  Willingness to learn, grow, and have some fun  Detail oriented

If your trainer candidate lacks many of these qualities, reconsider your selection.

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3.4 Skills of an Effective Trainer

An effective trainer must have the:

1. Ability to communicate information effectively with new employees while completing all necessary documents needed to keep the supervisor informed 2. Ability to acquire the knowledge and master the skills necessary to effectively complete all job responsibilities

3. Team-focused attitude 4. Ability to lead others. 5. Management capability 6. Assertiveness 7. Ability to negotiate

Again, if your trainer candidate lacks many of these qualities, reconsider your selection.

3.5 Responsibilities of a Trainer

A trainer has many responsibilities including:

1. Clearly and systematically present the MOLLY MAID system of cleaning 2. Teach and reinforce safety procedures 3. Model, coach, and encourage new employees 4. Building and cultivate a high level of trust and credibility with new employees 5. Developing and nurturing a very positive relationship with new employees 6. Equipping new employees for success and long term retention 7. Being available and accessible to all new employees 8. Using appropriate teaching styles and methods in guiding the new employee 9. Maintaining a positive attitude, especially under pressure and/or opposition 10. When faced with a challenge: be flexible, seek solutions using the tools and system provided, make necessary changes 11. Model a professional image throughout the training process

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4. Training Principles

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4.1 Build Strong Communication Oral communication is an exchange of information that results in shared meaning and shared understanding. 7% of communication is through the use of words, 38% is by tone of voice, and 55% is non-verbal communication like body language and facial expressions. To communicate effectively in a business, you must speak and listen carefully. Since most communication is two-way, it is important that you accurately hear and process the information that others give orally. Listen to others’ problems and requests with empathy and a willingness to help those people. You should also respond quickly, accurately, and pleasantly. 4.2 Clarify Expectations A clear understanding of both the trainees’ and trainer’s expectations is an important part of successful training. Clearly communicate your expectations and listen to theirs so there is no room for dangerous assumptions. Expectations center on the behaviors and skills that can be demonstrated, so use the job description and the cleaning training checklist to clarify them. Most people want to know what a good job looks like so they can live up to that expectation. 4.3 Focus on the Situation or Behavior, Not the Person Part of the trainer’s job is to observe and let employees know when they are doing a great job, when things can be improved, when a job is not being done correctly and when employees are obstructing others’ work. Most employees can accept questioning and criticism about their work if they do not believe they are being personally attacked. When employees feel attacked, they either fight back or run for cover. They focus on defense instead of doing good work or fixing the problem. These defensive reactions are human, but they don’t contribute to improving a bad situation. To avoid an emotional reaction the trainers focus must be on the facts and not on the employee’s character or personality traits. When this happens the employee is more likely to listen to the trainer and respond to the situation constructively. The trainer is also responsible for noticing when things go well and giving employees recognition for jobs well done. Recognizing specific behaviors rather than showering empty praise, can keep employees performing well.

Give positive reinforcement and compliments before giving criticism. Describe both positive and negative situations factually and specifically, avoiding generalizations.

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4.4 Maintain Self-Confidence and Self-Esteem of Others The trainer is a leader must demonstrate that she values and respects the employees as individuals. People who believe they don’t matter, have low potential, and have little to contribute will lose interest in cooperating and working hard. They may stop trying or choose to live up to low expectations. One unhappy employee can drag the performance of the whole team down. Maintaining the employees’ self-confidence and self-esteem is critical to getting good results and consistently meeting or exceeding standards. People with high levels of self- confidence and self-esteem tend to regularly do their best to produce good results. Both you and your trainer should let each employee know that her contributions are valued. Ask for the employees’ opinions; show your confidence in them by letting them know you believe in their abilities. Look for ways to recognize the things they do or have the potential to do well. Don’t miss the chance to give thanks for a job well done. Remember that tone of voice conveys 38% of meaning so how you say something is often as important as what you say. Sometimes your confidence in people, as communicated through your tone of voice, has more impact on performance than the actual words used. 4.5 Maintain Constructive Relationships Strained relationships with fellow employees can make productive work difficult. Poor relationships make every job more difficult; sometimes they make reaching the work goals impossible. Healthy relationships reduce stress, build trust and enable the trainer to focus her energy on getting the job done. Everyone appreciates common courtesy and thoughtfulness so deal with problems immediately and directly to working with employees easier in the future. Don’t let small conflicts build; handle them early and keep the communication pathways open. Be consistent and persistent in efforts to improve all relationships within the business. 4.6 Take Initiative to Make Things Better The heart of the trainer’s job is developing ideas that will improve conditions within the business. Taking initiative to head off problems avoids the costly results of “crisis management.” Do not wait until minor situations flare into major emergencies; deal with potential problems as early as possible. Because of the trainer’s position, she often knows something needs attention before others do and therefore is crucial to improving all aspects of the business. The trainer should watch for ways to improve: herself, training, new employees, coordination, and communication. She should trust her instincts and take action on all potential problems or opportunities for improvement.

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4.7 Lead by Example All the trainer’s actions, no matter how small, have enormous influence on new employees. She sets an example and she must carefully choose the lessons she teaches through her behavior even when she is not thinking about it or wishes it to be otherwise.

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4. Training Employees

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5.1 Introduction

Initial training for new home service professionals is a two-step process and typically lasts 5 days.

1. Orientation ( defined below ) . 2. In-Field Training takes four days and is normally done first in training homes. Training homes can be your home or the homes of family, friends and neighbors. The training schedule is defined below. Use the Cleaning Training Checklist to make sure you all aspects of MOLLY MAID cleaning are trained completely.

5.2 Orientation

Orientation takes place in your office and picks up where the hiring process left off. It consists of completing the required personnel forms.

Complete the “Orientation” section of your training checklist. These points are suggested.

 Answer the trainees’ questions promptly. This shows your commitment to the new employee and the system you are teaching.  Review and explain the Employee Handbook. Highlight specific areas including attendance, harassment and safety policies. Offer translations if your employee does not speak English well. Spanish samples are available.  Explain the Employment Agreement in detail and make sure the new employee understands all the provisions, especially those dealing with illegal competition and payroll deductions.  Have trainees sign the Employment Agreement and Acknowledgment of Receipt forms for both the Employee Handbook and Safety Manual. The signatures must be witnessed in some states and is always a sound business practice.  Tell trainees you will teach them the systematic, organized, and effective MOLLY MAID home-cleaning method.  Inform the employee that the DVD modules are a standard training tool to ensure uniformity and consistency. MOLLY MAID is a worldwide organization that uses the same proven system in the United States, Canada, United Kingdom, Portugal, and Japan. Consistency and uniformity are necessary to develop teamwork and efficiency. Everyone knows what is to be done, by whom, at what time.  Teach the new employee how to read the MSD sheets and have them read them thoroughly. Make sure she understands their purpose. Show the new employee the Route Binder and place in the office where the MSD sheets are kept. Explain that they are available to be read at any time during normal business hours. Allow time for questions. Provide translation for those who don’t read English well.  Go over each product and piece of equipment thoroughly, noting special instructions that must be followed. Ask if there are questions.

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 When reviewing the Route Binder, be sure to point out where special instructions may appear on the estimate sheet and the team leader schedule, and where the HSPs must sign at the bottom of each team leader schedule.  Present the trainees with uniforms. 5.3 DVD Training DVD training is used during orientation and field training to help trainees understand their customers’ expectations and how to meet those expectations by cleaning effectively. The program combines DVD modules and a trainee workbook that is completed after watching modules of the DVD. This combination of material and learning methods will give new employees the skills necessary to meet MOLLY MAID’s high service standards. 5.4 Field Training Field training is extremely important. It teaches the cleaning procedures and philosophies of the MOLLY MAID system and gives trainees valuable in-home cleaning experience under close supervision.

1. There are four steps to in-field training:

2. Demonstrate the cleaning process.

3. Instruct trainees in the cleaning process.

4. Have trainees demonstrate the cleaning process.

5. Quiz trainees on the cleaning process.

Work closely with your trainees and repeat the steps as necessary until they are prepared to clean customers’ homes on their own.

Use the training period to impart technical expertise, encourage the trainees and build a strong relationship with them. Teach them the right techniques, how to work quickly as a team and to work carefully so they satisfy their customers. Encourage them as they learn.

Use the Cleaning Training Checklist to teach the MOLLY MAID system’s cleaning sequence.

Refer to the Cleaning Manual for details on the cleaning system.

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5.5 Sample Training Schedule

5.1.1 Training Schedule for the New MOLLY MAID Employee 5.1.2 First Day: Orientation

Review Orientation Presentation Review Employee Handbook

    

Review Safety Manual

Sign Employment Agreement Sign Safety Manual Agreement

 Watch the Cleaning Training DVD in its entirety  Trainer and trainee discuss outstanding questions that may have come up for trainee while watching the DVD  Trainee completes workbook, reviews with trainer  Trainer and Trainee review Cleaning Manual Chapter 6  Section 1 MOLLY MAID Teamwork  Section 2 Cleaning Supplies  Section 3 Equipment and Supplies  Section 4 Clean the MOLLY MAID Way  Section 6 Quality Control Checks  Review Safety Manual Chapter 7  Conduct tour of office  Provide uniform and acknowledgement of receipt  Review and demonstrate uses of equipment and chemicals  If employee needs to review either the Employee Handbook or Safety Manual, let her know where in the office it is located  Use the checklists to keep track of where your employees are in training process.  Have the new employee focus on wet cleaning first, as this is often the more difficult of the two types of cleaning.  Watch the following DVD modules:  Bathroom  Floors  Safety  Review equipment and chemicals used for Bathroom  Review Cleaning Manual Chapter 6  Section 2.4 Cleaners  Section 5.2.1 Cleaning Techniques: Wet Cleaning: Bathroom  Once in the field the trainer demonstrates the order and the cleaning techniques to clean a bathroom. The trainee models the trainer’s instruction. The trainee practices by cleaning 1-2 additional bathrooms with feedback from trainer

5.1.3 Second Day: Wet Work: Bathroom

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 Train the new employee by demonstrating and explaining the steps on the Cleaning Training Checklist.

5.1.3.1 Third Day: Wet Work: Kitchen

 We will continue to focus on wet cleaning.  Watch the following DVD modules:  Kitchen  Floors  Review equipment and chemicals used for kitchen  Review Cleaning Manual Chapter 6  Section 2.4 Cleaners 

Section 5.2.2 Cleaning Techniques: Wet Cleaning: Kitchen

 Once in the field the trainer demonstrates the order and the cleaning techniques to clean a kitchen. The trainee models the trainer’s instruction. The trainee practices by cleaning 1 additional kitchen with feedback from trainer  Train her by demonstrating and explaining the steps on the Cleaning Training Checklist.

5.1.3.2 Fourth Day: Dry Work

Watch the following DVD modules:  Dry work/Bedroom  Floors  Making a Bed

 Review equipment and chemicals used for dry work  Review Cleaning Manual Chapter 6  Section 2.4 Cleaners  Section 5.1 Cleaning Techniques: Dry Cleaning  Section 5.3 Cleaning Techniques: Work Inspection 

Once in the field the trainer demonstrates the order and the dry cleaning techniques as well as making up a bed. The trainee models the trainer’s instruction. The trainee practices by cleaning a bedroom, living room, dining room, hallway, a set of stairs, family room with feedback from the trainer  Train her by demonstrating and explaining the steps on the Cleaning Training Checklist.

5.1.3.3 Final Day: Completion of Week 1 Training

Watch the following DVD modules:  Teamwork  Prep/Car  Breakage  Customer Service

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 Place the trainee with a team to practice what has been learned during the week. The trainee will assist the team by cleaning a bathroom, a kitchen, a bedroom, a dining room and a living room. The trainer will continue to coach and instruct the trainee throughout the day.  Have the trainee work as the third person on the training team and have them focus on both dry and wet cleaning. If you do not have a training team, you should cover these areas with the employee yourself.  Demonstrates how wet and dry cleaning are rotated at each house.  Have the trainee complete and sign the Employee Orientation Checklist to verify all items have been completed.

5.1.3.4 Week 2 Training

For the second week of training, place the trainee with a designated training team leader with the experience of running a three person team. The goal of the second week is for the trainee to continue to practice and build experience as the third member of the team. The team leader will coach and instruct the trainee throughout the day. Trainer and team leader are to share in the trainee’s progress through the week.

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6. Team Leaders

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6.1 Introduction Team leaders are the backbone of your workforce and training them is an important activity in your business. They are responsible for the quality and efficiency of their team.

All team leaders must be thoroughly trained in the MOLLY MAID cleaning system. The following section presumes that they know everything in that manual thoroughly.

6.2 Duties

In addition to the regular HSP cleaning duties, team leaders have the following duties:

Handling customer keys

 Directing the team and defining responsibilities in each house  Use and safekeeping of information in the Route Binder  Collecting payment from customers  Leaving a note for each customer on each visit  Checking the quality of every cleaning  Reporting breakage immediately  Completing the team leader schedule  Driving and caring for the MOLLY MAID vehicle  Caring for equipment. These duties are described in the Cleaning Manual.

6.3 Promoting Team Leaders

Before promoting an HSP to team leader, you should review the following.

 Have qualifiers for this position.  PC rate, customers comments, attendance, attitude, etc  Post the position for all partners to view  HSP’s must meet the qualifiers before they are allowed to move forward  The candidate should go through a formal interview  Review duties for this position and the percent increase  If the HSP does not get the position be honest with them as to why.  Put a plan in place for them to get to the next level.

There are 4 steps to promoting an HSP to Team Leader.

Step 1  The planning for promotion to Team Leader starts when you hire a new HSP  Partners should be trained daily to take over as a team leader Step 2

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 The promoted Team Leader needs to review the cleaning training DVD modules and complete the trainee workbook  They must take all tests and get 100%  Complete the Team Leader responsibility sheet in the field with either the field manager or owner Step 3  The HSP should be evaluated through in field training  The HSP should complete the team leader test and get 100%  A quality check is performed on the promoted Team Leader Step 4  Once the newly promoted HSP has completed the training for Team Leader they are promoted to Team Leader.  This position is celebrated with an announcement during your team meeting

6.4 Sample Training Schedule

6.1.4 Training Schedule for the New Team Leader 6.1.5 First Day: Orientation

Trainer: Molly Maid Owner, Field Manager or Trainer Location of Training: Molly Maid Office

Introduction TLs are the backbone of your workforce, and training them is one of the most important activities in your business. They are responsible for the quality and efficiency of their team. All team leaders should first be thoroughly trained in the MOLLY MAID system of cleaning Orientation Go through Orientation Packet with new Team Leader, some of the items may be duplicates from their initial orientation packet.

1. Route Manager Responsibilities Sheet 2. GPS Info 3. Auto Agreement/Car Maintenance/Accident Reporting 4. Hourly Cleaning Rate Chart/Pricing 5. Team Leader Schedule 6. Tip Sheets 7. Customer Receipts 8. Gas Procedures

9. Car Wash Procedures 10. Equipment in Cars 11. Cancellation Rate Analysis 12. Weekly Working Rate

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13. Marketing Material 14. Filling out Estimate Sheets 15. Sample Notes to Leave for Customers 16. Route Manager Books 17. Tips on How to organize your route 18. Frequent questions that are asked 19. Door Hanger Procedure 20. Breakage & Lockout Procedures 21. Who to speak to about certain situations

Duties In addition to the regular cleaning duties, which the HSPs share, team leaders have the following duties:

Handling customer keys.

 Directing the team and defining responsibilities in each house.  Use and safekeeping of information in the Route Binder.  Completing the team leader schedule.  Collecting payment from customers.  Leaving a note for each customer on each visit.  Checking the quality of every cleaning.  Reporting breakage immediately.  Driving and caring for the MOLLY MAID vehicle.  Caring for equipment.

6.1.6 Training Day 2

Trainer: Current Team Leader Location of Training: In the Field

Handling Customer Keys Customer keys are extremely important and must be carefully guarded at all times. If they are lost, customers lose confidence in MOLLY MAID and often cancel. In addition, team leaders may have to pay to have the locks changed, and this can be expensive. Route Binder The Team Leader is responsible for the route binder. The route binder is very valuable and should be treated with care. It contains valuable, CONFIDENTIAL, information and cannot be lost or left behind in a customer’s house. If a customer is home during a cleaning, the route binder should NEVER be left open on a counter.

There are two reasons for this:

 The customer could read comments written by the HSPs that may not reflect well on the customer, her pets, children, or house.

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 The customer could easily observe the estimates of service for other customers. These could contain unflattering remarks or pricing information that may make the customer unhappy with her price. Contents of the Route Binder  Estimate sheets for the day  Route Schedule  Material Safety Data Sheets  Directions to a local Urgent Care Center in case of non-emergency accidents  Emergency phone numbers  Blank invoices  Sample notes to customers  Blank receipts to be left for cash payment  Tickled Pink cards to be left after each initial clean  MOLLY MAID note pads  A note is left for EVERY customer, EACH time the home is cleaned  Owner’s business cards Team Leader Schedule Review all of the Information on the Team Leader schedule. Note what is important information for the new Team Leader to be able do their job. Show them the items that nee to be completed on the Team Leader schedule. Directing the Team and Defining Responsibilities  The Team Leader sheet and estimate details the requirements for each house.  It is essential to always follow the Team Leader sheet or estimate of service instructions when cleaning. Failure to do so may result in re-cleaning a house.  Items of specific interest or concern for the customer are noted on the TL sheet and estimate of service, and team leaders must make sure they always receive the proper attention.  Prior to beginning in each house, team leaders should define responsibilities for each member of their team. Once they are familiar with a house, this may consist of saying “I’ll do the dry cleaning and you do the wet cleaning.” In new homes, however, the instructions may be more complex and the division of responsibilities may require more thought.  When working with a new partner HSP, team leaders may have to give more detailed instructions.  If a team is ever locked out of a house or an emergency situation occurs, the team leader should call the office immediately. 6.1.7 Training Day 3 Trainer: Current Team Leader Location of Training: In the Field

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Collecting Payment from Customers 

All checks and cash received should be kept in a pouch in the Route Binder and turned in to the office at the end of each day.  Written receipts must always be left when a customer pays cash.  Payment should always be politely requested from customers who are at home during the cleaning if payment has not been left out.  If a customer is not at home and payment has not been left, the note left by the team leader should indicate that payment should be mailed to the office.

6.1.8 Training Day 4

Trainer:

Current Team Leader

Location of Training: In the Field

Leaving a Note for Each Customer A note should be left for every customer after every cleaning. For customers who are away from home when the team comes to service their home, this is an important factor in their ongoing communication with MOLLY MAID.

The following information should be included in the team leader’s note, following guidelines set by the franchise owner:

1. Failure to find the customer’s payment. 2. Breakage notification. (The franchise owner/Office should already have been notified by phone.) 3. Next cleaning date. This is especially important for monthly customers. 4. Difficult tasks that the team was not able to completely finish and which may require additional effort on the next visit. 5. The time of day a lockout occurred and a message to call the office to be rescheduled (this note should be left at the entrance to the home). 6. Write all notes on MOLLY MAID memo pads and sign them “Your Molly Maids.”

6.1.9 Training Day 5

Trainer:

Current Team Leader

Location of Training: In the Field

Checking the Quality of Every Cleaning Each customer’s home and property should be treated with the highest regard.

 When leaving, lights should be turned off and doors checked to make sure they are locked and the home is secured (unless instructions have been given otherwise). If instructed to leave some lights on or to leave the house unlocked, team leaders should be sure to do so.

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 Team leaders are responsible for the quality and thoroughness of the entire cleaning job, including the work done by their partners. Quality and customer satisfaction are of the utmost importance.  The team leaders should use the MOLLY MAID cleaning checklist (found in the Cleaning Manual) as they walk through every home after cleaning it. Neatness and order are as important as cleanliness.

Final Exam. 

In home quality check looking for 95% or better.  Written Final Exam

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