Personnel Manual
MOLLY MAID, INC.
December 1, 2014
Table of Contents
1. Introduction 4 1.1 The Personnel Opportunity..................................................................................................................... 4
2. Employment Process 6 2.1 Employment Process Overview ............................................................................................................ 6 2.2 Staffing Needs................................................................................................................................................ 7 2.3 Basic Qualifications Your Employees.................................................................................................. 7 3. Job Descriptions 9 3.1 Introduction ................................................................................................................................................... 9 3.2 Elements of a Good Job Description .................................................................................................... 9 3.3 Home Service Professionals (HSP).....................................................................................................10 3.3.1 Essential Job Functions..................................................................................................10 3.3.2 Essential Functions of the Team Leader Job ........................................................11 4. Employee Recruiting 14 4.1 Introduction .................................................................................................................................................14 4.2 Employee Referrals...................................................................................................................................14 4.3 Community Recruiting Options.................................................................................................14 4.4 Internet Recruiting..........................................................................................................................16 4.5 Job Fairs ...............................................................................................................................................17 4.6 Online and Newspaper Classifieds...........................................................................................17 5. Employment Inquiries 22 5.1 Screening and Interviewing ..................................................................................................................22 5.1.1 First Impressions ...................................................................................................................................22 5.2 Effective Phone Screening......................................................................................................................22 27 6.1 Introduction .................................................................................................................................................27 6.2 Use a Legally Compliant Application.................................................................................................27 6.3 The EEOC .......................................................................................................................................................27 6.4 What Questions Can I Ask? ....................................................................................................................28 7. Employment Application 30 8. Interviewing Applicants 33 8.1 Introduction .................................................................................................................................................33 8.2 Interview Outline.......................................................................................................................................33 8.2.1 Opening the Interview .........................................................................................................................33 8.2.2 Body of the Interview...........................................................................................................................34 8.2.3 Closing the Interview ...........................................................................................................................34 8.3 Objective of the Interview......................................................................................................................34 8.4 Interview Opportunities .........................................................................................................................34 8.5 Interview Questions .................................................................................................................................35 8.6 Tips on Note-Taking .................................................................................................................................39 8.7 Open-Ended Questions for a Structured Interview..........................................................40 8.8 Closing the Interview ...............................................................................................................................42 8.9 Additional Interviews ..............................................................................................................................42 8.10 Fill out the Interview Checklist.........................................................................................................42 9. Background Checks 44 9.1. Introduction ................................................................................................................................................44 5.3 Questions You Should Not Ask ...........................................................................................23 5.4 Information to Give Over the Phone................................................................................23 5.5 Scheduling a Personal Interview.......................................................................................24 6. Accepting Applications
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9.2. Employee Privacy Considerations.....................................................................................................44 9.3. Release and Authorization to do Background Checks..............................................................44 9.4. Criminal History Reports ......................................................................................................................44 9.5. Driving Record ...........................................................................................................................................45 9.6. Checking Past Employment References .........................................................................................45 10. Conditional Job Offer 48 10.1. Checking Past Employment References.......................................................................................48 10.2. Checking Past Employment References.......................................................................................48 11. HSP Compensation 50 11.1 General Overview....................................................................................................................................50 11.2 All Employees ...........................................................................................................................................51 11.3 Partners .......................................................................................................................................................51 11.4 Team Leaders............................................................................................................................................51 12. Employee Recognition 53 12.1 Introduction...............................................................................................................................................53 12.2 Employee Recognition ..........................................................................................................................53 12.3 Employee Awards ...................................................................................................................................53 13. Discipline and Termination 56
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1. Introduction
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1. Introduction
1.1 The Personnel Opportunity The policies contained in this manual are suggestions only, unless otherwise noted. You are responsible for the brand standards and for having your staff uphold them at all times. They are not optional. The suggested policies in this manual may be, in whole or in part, inconsistent with state, local or federal law as interpreted in your jurisdiction. DO NOT use these policies without first seeking competent LOCAL legal counsel and/or consulting your State Labor Board. The MOLLY MAID employment process is the foundation of a successful business. Customer satisfaction and loyalty is achieved when employees are carefully selected, trained, and motivated. Happy employees perform better and have a significant impact on customer retention. The employment process can be the business’ most challenging aspect. Our “final product” is a service delivered through the efforts of our employees, the personnel opportunity must be addressed with ever-increasing skill, expertise and, perhaps most importantly, follow-up. Your staffing needs grow with your business’ growth, and a continuous flow of applicants can yield qualified prospective employees when you need them. Stay in touch with these applicants and let them know of your progress and potential timing for hiring them. This can: Make sure good prospects have not found employment elsewhere Elevate the applicants’ expectations of employment with your MOLLY MAID business, which may extend their period of availability. New MOLLY MAID franchises experience greater employee turnover as they ramp up. Prepare for this by making recruitment an ongoing process with a
steady stream of applicants. Keep their applications on hand and communicate regularly with the applicants to update them about employment opportunities. The longer you are in business, the more skilled you become in handling personnel issues. Your increased skill comes from good, old-fashioned experience and will help reduce employee turnover.
The rigorous physical demands of the work can limit an employee’s longevity and their ability to become “career” employees. At MOLLY MAID longevity is measured in years, not decades. While the termination of a valued employee is disappointing, it provides advancement opportunities for those who want to continue on a career path at your MOLLY MAID business.
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2. Employment Process Review
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2. Employment Process
2.1 Employment Process Overview
The employment process consists of several steps: Recruitment Interviewing Selection and hiring Training Employee retention Discipline and termination Orientation and training These topics will be further developed throughout the MOLLY MAID material and training. Fill the available jobs with applicants who have the specific character traits, abilities, and skills required for the successful operation of a MOLLY MAID business. Once recruited, screen them for these qualifications. Those hired must be oriented to MOLLY MAID procedures and operations. You are responsible for the behavior of your employees as it relates to the brand. It is your responsibility to ensure they maintain the MOLLY MAID standards and culture. Hiring and employment is highly regulated and requires planning and care to make sure you remain compliant with the law. Before you hire anyone, have a clear picture of the person you are looking for. Put your pre-employment standards and procedures in place and apply them fairly and consistently, including advertising copy and interview questions that could indicate a pattern of unfair and illegal discrimination or invasion of privacy. As an employer you can limit liability under Equal Employment Opportunity Commission (EEOC) regulations by establishing and clearly defining the criteria a person must meet to be considered for employment. Develop and use a formal policy stating that applicants must meet the requirements needed to perform all essential job functions to help protect you from unsolicited applicants who later claim discrimination. The basic recommended procedure for recruiting, selecting and hiring all employees is: 1. Develop written job descriptions 2. Using samples provided by us, develop an employee handbook and employment agreements that are approved by competent, local, legal counsel
3. Advertise and network to attract applicants 4. Seek referrals and other sources of applicants
5. Receive telephone employment inquiries 6. Receive internet employment inquiries 7. Accept employment applications; obtain releases for background checks, etc. 8. Conduct interviews 9. Conduct background checks on potential employment candidates
10. Conduct additional interviews when necessary 11. Select applicant(s) and make a conditional job offer 12. Finalize the hire.
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13. Create a new employment file. 14. Place the file in a locked drawer that is only accessible to you and management staff. 15. Orient and train the new employee
Each of these points will be addressed in this manual and in training.
2.2 Staffing Needs Recruitment, screening, and interviewing are ongoing activities. No matter how well staffed your business is, maintain a continuous flow of employment applications so you: Always have the right number of employees to allow your business to grow Have the ability to temporarily replace personnel in times of illness Give employees flexibility when they require time off Send a clear message to your team members that you are always looking for people who work well as team players Reduce complacency among existing home service professionals by having qualified potential replacements 2.3 Basic Qualifications Your Employees Those employees who are most successful in a MOLLY MAID business are: Eligible to be employed in the U. S. Have no felony convictions and are eligible to be bonded Able to meet the essential job functions Honest and have integrity Dependable Neat and have a well-groomed appearance Have a cooperative temperament and attitude Willing to learn Good with relationship skills In possession of a valid driver’s license and good driving record Credible and have a good work history Able to work required hours
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3. Job Descriptions
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3. Job Descriptions
3.1 Introduction The job description is the foundation of the selection process. The way in which the job is advertised, the screening criteria applied to job applicants, and the questions asked in interviews must all stem from the duties and responsibilities of a position as documented in the job description. The Americans with Disabilities Act (ADA) requires that hiring decisions be justified based on the applicant’s ability to perform the essential functions of the job. Although federal law does not require it at this time, all positions in a company with fifteen or more employees should have a job description on file for each position. 3.2 Elements of a Good Job Description You become particularly vulnerable and subject to risk if you do not have a detailed job description for each position. At its minimum, a job description should include: Job title and overview Purpose of the position Minimum eligibility requirements for adequate performance including all job-related physical and mental skill requirements A brief description of the position and a list of specific fundamental duties and responsibilities in order of importance Additional but non-essential duties or responsibilities. These are duties that are performed infrequently or could be performed by others without altering the fundamental purposes of the position. Authority level of the position and reporting relationships Compensation and benefits information (ranges) Relevant pre-employment requirements such as prior work experience Working conditions such as necessary travel, unusual work hours, unusual environmental conditions, and hours of work required, including overtime Who to contact to apply for the job To ensure that job descriptions can withstand legal challenges, they should be reviewed regularly and updated as necessary. A blanket requirement that is not directly related to the job can be cited as discriminatory under ADA. Be careful to describe what the tasks are, rather than how they are customarily performed. Following are examples of job descriptions for supervisors, team leaders, and home service professionals (see the following section for a list of the essential functions of a home service professional). You must develop specific essential functions and job descriptions for office supervisors according to your personal business needs.
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3.3 Home Service Professionals (HSP) HSP Teams are comprised of one leader and one partner. Most trainees and partners want to become team leaders and can generally be promoted with minimal additional training. Hire people with the recommended characteristics and have a plan to promote them. Those who are not qualified for the responsibilities of team leader can be hired specifically as partners, but there is greater turnover in that position. A driver’s license is not required to work as a partner. The successful, long-term home service professional can be described as follows. Feelings about Job He/She is attracted to the family-friendly hours, having your trust, the authority to work independently without direct supervision, and good relationships with you, co- workers and long-term customers. Background Has a general proficiency in housekeeping skills, but will benefit from learning the MOLLY MAID system to streamline procedures. Even though you may be attracting experienced cleaners, they still require training in the MOLLY MAID cleaning system so they become more efficient and learn to eliminate bad or wasteful habits. A team leader is mature, flexible, an extrovert and has developed interpersonal skills. Most home service professionals are not hired as team leaders initially, but advance through the ranks of trainee and partner. This list is a sample only. Do not use it without consulting competent, local, legal counsel. Agility - Employees must stoop, bend, kneel, stretch, lift and carry in a manner consistent with normal housekeeping activities such as vacuuming, wiping, polishing, scrubbing, etc. Physical stamina - Employees must safely achieve and sustain minimum production rates consistent with [Your Company Name’s] standards that result in the required revenue per day by each team and revenue per week by each team. The typical company standard is 20 homes per week. Standard business hours - Employees must adhere to, maintain and be available to work the required customer service business hours established without tardiness, interruption, or early departure (Typically Monday through Friday, [insert your start time] to [insert your ending time]). System - Employees must use approved equipment and supplies and learn, understand, remember and execute the required cleaning tasks, sequences, procedures and precautions defined in the MOLLY MAID system. The system is defined in the cleaning manual, training manual, training videos, employee handbook, employment agreement, and safety manual.
3.1.1 Essential Job Functions
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Shared workload - Employees must share every aspect of cleaning customers’ homes by rotating cleaning tasks between homes and between visits in the same home equally with their teammates. Language proficiency - The Team Leader must read, write, speak and comprehend enough English to effectively deliver and manage the MOLLY MAID service strategy to their partner and the customers. Map reading and navigation - Employees must be able to read maps and navigate their way through the community. Service strategy - Employees must favorably demonstrate those characteristics customers equate with professionalism. This is far more important than the technical aspects of cleaning because it is the element that distinguishes MOLLY MAID from its competitors. All employees will potentially have significant contact with customers and should therefore possess the following characteristics: o Neat appearance and good grooming o Punctuality o Dependability o Thoroughness and consistency o Empathy and ability to listen o Effective communication skills with fellow employees and customers o Interpersonal skills o Service demeanor o The professionalism, image and reputation of the MOLLY MAID brand rest predominately in a strong service strategy. Valid driver’s license and clean driving record (team leader only). Bonding/Employee Dishonesty - All employees of a MOLLY MAID franchise must be bonded and insured against employee dishonesty so that they cannot have any record of known dishonest acts or convictions for criminal or felonious acts. Report to work no later than [insert your start time], Monday through Friday Maintain an appearance and demeanor consistent with the MOLLY MAID image Cooperate with office staff and perform duties they assign Clean homes to the quality level of the MOLLY MAID brand Inspect your own and your partner’s work in customers’ homes to ensure it is complete, thorough and meets MOLLY MAID quality standards and meets or exceeds customers’ expectations Ensure that all members of the team conduct themselves properly at all times while working Ensure that customers’ houses are locked and secure upon leaving Ensure the proper and safe handling of customers’ keys Ensure that all members of the team properly care for customers’ property Collect and record customers’ payments and bring them safely to the office at the end of each shift 3.1.2 Essential Functions of the Team Leader Job The responsibilities of a team leader are to:
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Document and report to the supervisor all problems, suggestions or customer comments, hazards, injuries, safety violations, breakage, damage, etc. Report all injuries when they happen, not at the end of the shift Immediately transport the injured workers to the physician/clinic specified by the office staff Communicate with other team members and delegate duties Attend and participate in all staff meetings Manage customer and employee relations Properly use and maintain the MOLLY MAID vehicle Properly use and maintain all cleaning supplies and equipment provided by the company Conduct basic repairs and preventive maintenance to vacuum cleaners Report all deficiencies in or unusual characteristics of the MOLLY MAID vehicle or equipment Ensure that the team has sufficient quantities of approved cleaning supplies Document all route activity and customer cash receipts using the proper forms and filling them out completely and legibly. List names of teammates on team leader daily schedule Keep route book neatly organized and secure and keep its contents confidential Sign team leader’s schedule Abide by all rules, regulations, and policies contained in the employee handbook, safety manual, cleaning manual, and employment agreement including active participation in identifying, reporting, and correcting situations that affect safety, quality, and customer satisfaction Fulfill all the essential functions of a home service professional Fulfill all other duties and responsibilities assigned by the company
Customer Service Representative
Hire a customer service representative prior to opening. The main responsibility is to drive sales by effectively booking new customers and delivering excellent customer service to the existing customers. See description of experience needed, job requirements/qualifications, training needed, and recommended job duties in the Office Infrastructure Guidebook.
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4. Employee Recruiting
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4. Employee Recruiting
4.1 Introduction Successful owners develop vigorous and dynamic plans for employee recruiting that utilize many sources and are not limited to placing an ad online. The primary component of an out-of-the-box recruitment strategy that works is consistency: You must make time for it every day! Even if you think you are fully staffed, you aren’t. When employees are out with an injury or illness or are on maternity leave, you want to be able to keep all of your routes running smoothly. In addition to making practical sense, continuous recruitment keeps your current employees challenged to always do their best and to keep improving. Knowing that there is some competition for their job can help to bring out their best performance. 4.2 Employee Referrals Recruiting new employees through your ones is highly successful, once you have an established employee base. Employees will pre-screen and then refer people who reflect favorably upon them and have characteristics and expectations that are compatible with MOLLY MAID. Create and maintain a good working atmosphere so that your good people stay and want to bring in other people like them. Implement an incentive program to encourage your current employees to refer good candidates, and be sure the referring employee understands that he/she is not responsible if the referral does not work out. Post your Employee Referral Program in an area that is visible to the teams. Sample referral incentives: Pay $25 to the referring employee after the referral completes 30 days of work and another $25 after 90 days. Pay a $50.00 bonus to the new employee after 90 days of work Use a sliding scale between $25 and $250 depending on your recruitment needs 4.3.1 Networking/Community Partnership Opportunities Investigate the job programs or other resources provided through organizations in your local community for solid referrals over time. During the Right Start process, and throughout the lifetime of your business, spend time each day talking with organizations and community groups to determine the kinds of programs they provide and other ways you can plug into new employee sources. Contact: Literacy Volunteers of America Catholic Social Services/Catholic Charities Local ethnic community councils/organizations/newspapers 4.3 Community Recruiting Options
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Agencies serving the disabled
Domestic-violence assistance agencies State unemployment agencies Work First programs Job-skills commissions and training centers English-as-a-second-language programs Churches, synagogues, and other places of worship Local chapter of the Council on Aging Jewish Vocational Services Goodwill Industries Take advantage of places within the community where prospective employees can gather and see your ads. Post your ads on bulletin boards in: Ethnic grocery stores Apartment buildings Recreational centers Laundromats Mobile home communities Social agencies like Welfare-to-Work Hispanic chambers of commerce Libraries College/university job-service offices Community service centers Networking at your local networking groups like BNI 4.3.2 Employee “Shopping” When recruiting employees, “shopping” other customer-service related business such as retail stores, hotels, restaurants, and gas station/convenience stores can be a resource. Select an area of town with many of the business suggested above. Begin at one end of the street visit each appropriate business. Look for any employee that is providing great customer service and if that employee isn’t busy and you are not interfering with their work, approach the employee. 1. Compliment on the service citing what you just observed. 2. Tell them that you own a great company that has wonderful employment opportunities. 3. Three great things about the company are that no one works nights, weekends or holidays; the pay is competitive and; there are advancement opportunities. 4. Leave your business card and ask her to mention the opportunity to her friends and family. 5. Thank them for her time. Work your way down the street. When you finish one side, cross over to the street and begin the process again. Be respectful of the current employers’ business.
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Use this method on evenings and weekends because your MOLLY MAID employees have much better hours than the ones he/she is currently working. The hours will be especially appealing if he/she has children and desires a family life. Many of home service professionals have families and appreciate the opportunity to be at home during those times. Employees who love their jobs make great recruiters and have an interest in helping the business operate smoothly. If you use a recruiter, have her write her name on the back of a business card so you can track the results. You must pay your recruiters their hourly rate and consider a possible bonus for every prospect that comes in to your office to fill out an application. Other unsolicited inquiries come from: Vehicle recognition Your Yellow Pages ad Advertising directed at prospective customers Parades Home and mall show displays Stories in the business section of your local newspaper Wearing your branded MOLLY MAID Pink Dress Shirt Online recruiting is a key to your recruiting strategy. There are many free and paid job-posting websites available to you. Craigslist (free in most markets) Career.com SnagaJob.com Careerbuilder.com Monster.com Your local newspaper’s online job postings Keep your online ad simple and enticing, highlighting the benefits (e.g. no nights or weekends, company vehicles, etc.) of working for your MOLLY MAID business. Some sites allow you to post in several different categories. Refresh your ad on a regular basis keep it at the top of the listings. List your address on the ad to encourage applicants to fill out an application in person. 4.4 Internet Recruiting
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4.5 Job Fairs People already have a job have trouble seeking new ones because they work during interviewing hours. Hosting an evening or weekend job fair at your office allows you to attract applicants who cannot come during the day. Job fairs must be widely publicized on the Internet and in newspapers and local community postings to ensure people see it, know of it and plan for it. In some markets, all the MOLLY MAID franchisees in a larger metropolitan market hold job fairs at the same time to generate more traffic. 4.6 Online and Newspaper Classifieds The time-honored method of recruiting employees with the newspaper is still viable, especially when combined with an active employee-marketing plan that takes you and your name into the community and on to the Internet. Include the essential functions of the job in the ad so you attract qualified applicants. Include the most motivating aspects of the job: family-friendly hours, having the trust of the owner, the authority to work independently, and enjoying good relationships with the owner, co-workers and long-term customers. Never state or suggest a preference for race, color, religion, gender, sexual orientation, national origin, disability, age or any other condition or characteristic that is not a bona fide occupational qualification of the job being advertised. Ads are not intended to limit employment opportunity; they are supposed to entice qualified applicants. Whenever possible, write job titles in gender-neutral language and avoid terms that imply concern about age. Include the statement, “We are an Equal Opportunity Employer. We do not discriminate on the basis of race, religion, color, sex, age, national origin, or disability.” Local or community subscription newspapers or small non-subscription papers are your best resource for employment ads. Choose those that have distribution in the areas where your prime candidates live. As you gain more experience, pinpoint your ads using income ranges or geographic proximity criteria so fewer unqualified candidates apply. Purchase an extra line or two of space above and below the ad copy to make the ad stand out. To attract attention to the ad use capital letters, underlined words and symbols or arrange the copy in an oval shape. Consider paying a bit more and including the MOLLY MAID logo for greater impact. Change the ads frequently so they don’t get stale. 4.6.1 Sample Advertisements 4.6.2 HSP Ads MOLLY MAID of _________ is seeking hard-working, dependable, conscientious people for full-time staff of uniformed cleaning teams. Excellent compensation and working conditions for people who are bondable and available for our special training. Come fill out an application at 1234 Main St Monday-Friday, 7:45-5:00 p.m. MOLLY MAID - Are you looking for: Excellent hours? (Mon.-Fri.) Good wages?
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Use of company car?
Good working conditions?
MOLLY MAID of _________ can offer you all of the above and more. Come fill out an application at 1234 Main Street. Top 10 Reasons to Work for MOLLY MAID (these are suggestions – change to suit your offering) 1. Great pay 2. No weekends or evenings
3. Paid training 4. Company cars
5. Benefits offered 6. Paid vacations 7. Opportunity for advancement 8. Weekly pay 9. Positive atmosphere 10. Have fun and make new friends.
Come fill out an application today to join our Team. Become part of a fun and dynamic team that provides home cleaning to millions of homes throughout the world. As a MOLLY MAID Home Service Professional you'll enjoy the freedom of having weekends, evenings and major holidays off. We offer: Family Friendly Hours Monthly Bonuses Company Car Training and an excellent work environment Join the MOLLY MAID Professional Home Cleaning Team. Interviewing and hiring Saturday, (date), 9:00a.m. - 1:00 p.m. MOLLY MAID of __________________ is an Equal Opportunity Employer (Your address) 4.6.3 Blind Ads “Blind marketing” is an ad that doesn’t identify the company or field of business. They can generate responses from people who might not consider housecleaning as a way to earn meaningful income. Direct the ads to a variety of people including homemakers and those with no previous work experience. Recruitment ads are generally placed under captions, such as “Maids,” “Housecleaning,” “Cleaning” and “Domestic.” Some papers permit alphabetical listings, based on the first word of the ad, such as homemakers, retail clerks, wait staff, etc. This can attract people who do not read ads’ caption. Targeting your marketing specifically at segments of your potential employees, such as retail or wait staff who could find the change in hours appealing, can also bring a profitable return on your ad. Here is a sample blind ad for an HSP.
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Opportunities: Available for a few special people to serve our valued customers. Ideal weekday hours, professional paid training and uniforms. We are the recognized leader in our industry. Come and fill out an application at 1234 Main Street. 4.6.4 CSR Below is a sample ad for a CSR: Leading Franchise Company wants an energetic and self-motivated person to join team. Candidate must have a minimum of 3 years customer service or sales experience as well as problem-solving skills. Proficient with MS Office. Email resume and salary history. Growing company wants personable and self-motivated person to help our customers. Candidate must have a minimum of 3 years’ experience in sales, scheduling, and data entry as well as problem-solving skills. Must enjoy multi-tasking. Proficient with MS Office. Email resume and salary history. Ideal requirements: Minimum 3 years’ experience in customer service, must have communication, persuasion, prioritization and organizational skills. Multi-task oriented. Enjoy fast-paced work environment. Proficient with MS Office. Email resume and salary history. Are we looking for you? We are a top-rated service company and are looking for a mature, energized and self-motivated person to join our growth-focused team! The right candidate should have retail/restaurant/call center experience, excellent customer service, phone and problem solving skills as well as ability to multitask in our busy office. Primary duties include phone work: acquiring new customers, scheduling appointments, assisting existing customers, data entry as well as supporting team members, general administration and assisting management with various projects. We have an immediate opportunity for the right person. This is a full time position in a fun and fast-paced work environment. Must be proficient with MS Office. Email resume and salary history. 4.6.5 Recruiting Schedule A key factor in becoming and maintaining completely staffed is developing a vigorous and dynamic recruiting strategy. Make a recruiting schedule that lists all the tasks related to recruiting and the frequency with which you want to perform them. A sample schedule is below. A template for this schedule that you can use to create your individual strategy for employee marketing, in easily editable spreadsheet form, is in the Molly Maid Sample Documents (called _recschd.xls). Posters X 3 times 12 times Interviews Continual Call agencies X X X X Employee Referrals Continual Community Networking Continual
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Street Recruiting X
Recruitment Door Hangers Classified ads Internet search
Customer Referrals
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5. Employment Inquiries
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5. Employment Inquiries
You should try to get applicants to come to your office to fill out an application and interview, but the telephone is usually your first contact with the applicant. There is a process for this and you must be careful about the questions you ask. 5.1 Screening and Interviewing You should try to get applicants to come to your office to fill out an application and interview, but the telephone is usually your first contact with the applicant. There is a process for this and you must be careful about the questions you ask. 5.1.1 First Impressions You are the face MOLLY MAID and the applicants’ first contact with the business. Create a positive image of the MOLLY MAID brand and entice them to your employment opportunities. Be warm, encouraging and appealing to set MOLLY MAID apart from other potential employers. 5.2 Effective Phone Screening A brief telephone “interview” can be an effective tool to encourage the prospect to come to your office for a personal interview. Do not over-inform or screen excessively. During the telephone interview: Thank the prospect for calling. Show sincere appreciation for the opportunity to present information about MOLLY MAID. Emphasize and reiterate the exceptional opportunities that MOLLY MAID offers, including the ideal hours, great co-workers and customers. Limit telephone screening to determine: o That the prospect is at least 18 years old o That the prospect is legally eligible to work in the U.S. o Whether the prospect has a valid driver’s license and a clean driving record o Whether the prospect is bondable o The prospect’s name and home telephone number Use positive phrases such as: “You sound like an ideal candidate. I think you will find this job very rewarding and I would like to meet with you personally. Can we set up an appointment to discuss things in more detail?” to encourage the prospect to come in and fill out an application.
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5.2.1 Suggested Questions Ask only those questions that will establish the prospect’s essential employment qualifications. Start the call by saying, “Good morning! Thank you for calling MOLLY MAID. This is____________ speaking; how may I help you?” 1. Oh, that’s great! Do you have a few minutes to answer some questions? 2. May I ask for your name? 3. _______, thanks for calling. I don’t know how much you know about MOLLY MAID, but our team members tell me the thing they like best about MOLLY MAID is the schedule – we work Monday through Friday, from 8:00 to 5:00 with no evenings, weekends, or holidays. We work hard and we have fun, too. We help our customers find more free time by keeping their homes clean. How does that kind of schedule sound? 4. May I ask you a few questions? 5. Are you legally eligible to work in the US? 6. Because we enter the homes of customers, our team members are insured. This means we cannot have anyone with a police arrest record that has resulted in conviction. Does this sound like something you qualify for? 7. Are you at least 18 years old? 8. Do you have a valid driver’s license? 9. I’d like to get together with you to tell you more about the MOLLY MAID opportunity. Could you come in later this afternoon to fill out an application? I’ll be here from 1:00 to 4:00 today. Is that convenient for you? 10. Let me give you directions to the office. Thanks so much for calling! I look forward to seeing you. 5.3 Questions You Should Not Ask Do not ask questions that are discriminatory in nature, or you may be in violation of various anti-discrimination laws. Ask only those questions that directly relate to the job functions. (See the section “Use a Legal Application” for more detail.) The restrictions are the same for all phases of the employment process. Be sure to check with your State Labor Board and the various Federal Agencies for the most current information. 5.4 Information to Give Over the Phone The initial phone inquiry gives you the opportunity to provide candidates with important information about MOLLY MAID. The key to the initial phone call is to screen for specific employment requirements and encourage them to come to the office to fill out an application. This information will have a major impact on whether they pursue the opportunity further. Be sure to: Reiterate the highlights of the MOLLY MAID opportunity.
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Answer questions with general information phrased to appeal to their needs and expectations. 1. “How much do you pay?” Start by saying, “We are not a minimum-wage employer.” If money is their issue, ask, “What do you need to make?” or, “What were you making in your last position?”, or “What are you making now?” Their answer will let you know if you are able to meet their pay requirements. If the applicant persists and wants a dollar amount, give a realistic range of weekly, entry-level earnings in your franchise then mention there is opportunity for advancement. Do not discuss commissions until the interview. Avoid giving specific earnings information over the phone. Make the prospect aware of the MOLLY MAID brand image and professionalism. “We don’t just clean houses; we give our customers peace of mind and free time to enjoy with their families.” “Customers are drawn to our professionalism.” “Satisfied customers are willing to pay for quality service, which is why we can offer steady jobs that pay well.” “We can only scratch the surface over the phone. I’m sure you have many questions and I’d really like to meet with you and tell you more about this opportunity.” “I’m excited that I can offer this kind of employment. Is it possible to meet at my office on_________?” 5.5 Scheduling a Personal Interview If you are satisfied with the answers you receive from the prospect (whether on the phone or in the office), let the prospect know what hours you have available for meetings and ask her to complete an application. Refer to it as a meeting not an interview so the prospect does not get nervous. Give clear directions to your office. Ask the prospect to bring job-related information, such as names of former employers and dates worked. Confirm the date and time for the meeting Tell her you are looking forward to the meeting. Thank her for her interest.
Set aside a block of time for all interviews and do not separate the times for each applicant.
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Some candidates do not show up for scheduled interviews because: He/she was given too much information before experiencing the MOLLY MAID culture and learning of the opportunities available. He/she has difficulty finding your office. Be sure to give clear directions. Many potential home service professionals do not have the resources to search for the office and give up if there is any difficulty. He/she processed your information and has decided it is not the job for her. Determine, through verbal clues, that he/she is truly interested in the job. Ask questions such as, “How does that sound?” and, “Does that interest you?” Without positive responses, you might have misjudged the caller’s level of interest.
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6. Accepting Applications
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6. Accepting Applications
6.1 Introduction Ask each candidate to complete an application. When it is complete, on a separate piece of paper, make notes of the first impression you have of the applicant. Is he/she neat and well groomed? Is the application complete and accurate? Are reference s listed? Is the applicant well prepared for an interview? Applications are legal documents and can be used as evidence in a lawsuit. Do not write on it. 6.2 Use a Legally Compliant Application We recommend you use the employment application located on the team site. Check with your State Labor Board to learn what is required on an employment application. Employment law changes frequently and can affect your application. We recommend you have your application reviewed by an employment law attorney periodically. 6.3 The EEOC Title VII of the Civil Rights Act of 1964, as amended in 1972, established the Equal Employment Opportunity Commission (EEOC) to ensure that the provisions of Title VII are enforced. Title VII: Prohibits discrimination on the basis of race, color, religion, sex or national origin in all employment practices including hiring, firing, layoffs, promotions, wages, training, disciplinary action and other terms, privileges, conditions or benefits of employment. Covers private employers of 15 or more people (employment agencies, labor unions, educational institutions, state and local governments). Requires every employer to make, keep and preserve records relevant to the determinations of whether unlawful employment practices have been or are being committed. 6.3.1 Your Role in Complying with the EEO/AA Law Since the 1960s, Equal Employment Opportunity/Affirmative Action legislation has had a growing impact on the ways American companies conduct human resource activities, affecting recruitment, employee selection, job assignments, transfers, and promotions. You are responsible for discrimination-free dealings with all job applicants, candidates and employees. If you violate EEO/AA law, you and/or your business can be held personally accountable for any violation you commit, whether or not it is intentional. Follow these guidelines to avoid discriminatory practices.
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Employment documents and forms must be in compliance with EEO requirements. Ask and only job-related questions. Have an employee handbook with a strong and clearly worded antidiscrimination policy that covers all types of discrimination and harassment and contains a clear process by which employees can voice complaints. Give it to every employee Always use written employment agreements to avoid contractual liability for handbook content. Post EEO-required employment law posters. The statutes that determine how long records must be kept change frequently. The current requirements are: Payroll records – IRS recommends you keep the records until you can no longer file amendments for that tax year Employee Contracts should be kept for at least 10 years ADA and the 1964 Civil Rights Act requires you to keep employee records for at least one year after the person has left your employ ADEA (Age Discrimination in Employment Act) applies to companies that employ 20 or more people and they follow the ADA record retention requirement Family Medical Leave Act (FMLA) requires that you retain the records of any employee that leaves under FMLA guidelines for at least three years. Consider the appropriateness of each question on the MOLLY MAID application you use and ask: Why do I need to ask this question? How can the answer to this question help me to make a hiring decision? Could the information given in answer to this question have an adverse effect on any protected group? Pay attention to what each question asks and how it is phrased to avoid discriminatory inquiries. Technically, the courts and the EEOC may take the position that: When a question is asked, its answer is used to make a decision. When a non-job-related question is asked, it is assumed that the answer is used to discriminate. No application or other pre-hiring procedures should ask for information on the following: Date of birth Race Height and weight 6.4 What Questions Can I Ask?
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