Office Infrastructure Manual

MOLLY MAID, INC.

December 1, 2014

Table of Contents 1.1 Introduction..................................................................................................................................... 5 1.2 Purpose ......................................................................................................................................................... 5 2. Why Have an Office Infrastructure? .................................................................................................... 7 2.1 What is an office infrastructure?......................................................................................................... 7 2.2 Why do I need an office infrastructure?........................................................................................... 7 2.3 Office infrastructure strategy implementation begins during start-up............................... 7 3. Office Infrastructure Position Descriptions .................................................................................... 9 3.1 Job descriptions are essential .............................................................................................................. 9 3.2 Customer Service Representative ...................................................................................................... 9 3.3 Field Manager.......................................................................................................................................... 13 3.4 Estimator................................................................................................................................................... 16 3.5 Operations Manager ............................................................................................................................. 18 3.6 General Manager .................................................................................................................................... 21 4. Office and Field Staff Compensation ........................................................................................25 4.1 Hourly and Salary scales ..................................................................................................................... 25 4.2 Bonus and Incentive Plans ................................................................................................................. 26 5. A Picture is Worth a Thousand Words ...................................................................................29 5.1 Organizational Charts for Office Infrastructure Strategy ....................................................... 29 5.2 Average Weekly Sales $0-$8k ........................................................................................................... 29 5.3 Average Weekly Sales $8-$20k......................................................................................................... 30 5.4 Average Weekly Sales $20-$40k ...................................................................................................... 32 5.5 Average Weekly Sales $40-$60k ...................................................................................................... 34 6. Office Staffing ...................................................................................................................................37 6.1 Interview Questions.............................................................................................................................. 38 6.2 Recruitment Ads..................................................................................................................................... 42 7. Breakeven Analysis........................................................................................................................46 7.1 Break Even Analysis Spreadsheet ................................................................................................... 46 7.2 How to Use the Spreadsheet.............................................................................................................. 46

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MOLLY MAID Office Infrastructure Manual Copyright  2015, Molly Maid, Inc.

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1. Introduction

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1.1 Purpose of this guidebook

One of the most rewarding experiences a MOLLY MAID franchise owner can have is building and running a healthy and thriving business with a handpicked team of likeminded individuals. Office Infrastructure: A Guidebook is designed to help the Molly Maid franchisee plan for growth by implementing an office infrastructure strategy. The Guidebook will help answer questions like: When do I need to bring someone into the office? Who should that person be? What skills and experience should he/she have prior to coming on board? What position should I be filling? Where can I find qualified employees? What should I pay? Can I even afford to hire someone? Ideally, this guidebook is to be used as an information guide to assist you in building and maintaining a viable office infrastructure.

DO NOT USE THIS SAMPLE WITHOUT CONSULTING COMPETENT LOCAL LEGAL COUNSEL

1.2 Organization and use of this guidebook

The information included in this guidebook is presented in a series of steps to prepare Molly Maid franchisees for planning, building and maintaining an office infrastructure. Office Infrastructure: A Guidebook is organized in sections that may be read sequentially or independently. This guidebook is intended to be a basic orientation to building an office infrastructure.

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2. Why Have an Office Infrastructure?

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2. Why Have an Office Infrastructure? 2.1 What is an office infrastructure?

Merriam Webster’s Dictionary defines infrastructure as: "the underlying foundation or basic framework of an organization or system.” In our case, an infrastructure is the system that enables the franchisee to manage the company with the utmost efficiency, productivity and profitability. 2.2 Why do I need an office infrastructure? Simply put, without an office infrastructure, your role would forever remain as: franchisee, manager, administrator, estimator, HSP, chief cook and bottle washer. Seriously, building and running a growing business requires the work of many hands. At the very least the business needs a strategist, an implementer, and people to execute your vision. 2.3 Office infrastructure begins at start-up Prior to opening a new MOLLY MAID franchise, we recommend there be at least two full-time participants involved in the business to share the one hundred plus duties that need performing. The logistics of managing the initial operation requires coverage in multiple areas which, if done solo, would result in key tasks falling through the cracks. Typically a new business will open with the franchisee and a customer service representative hired to share in the division of duties.

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3. Office Infrastructure Position Descriptions

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3. Office Infrastructure Position Descriptions 3.1 Job descriptions are essential

Consider the benefits that come with defined job descriptions and accountabilities for each position working within your office infrastructure:

 Company culture and operations tend to be much more organized, much less chaotic  Higher productivity is possible when the employee’s skill set and position requirements match  Every job is assigned and very little should fall through the cracks  Performance expectations are clearly defined  Job accountability becomes the norm  Recruiting is more focused because each position’s skills and level of experience is defined

 Position requirements promote consistent compensation  The company is managed objectively not subjectively

 The employee loyalty and commitment level increases when employees see that their actions make a difference in the overall success of the business 3.2 Customer Service Representative

Title: Customer Service Representative (CSR)

Implement Position: Prior to Opening

Suggested Pay Range: $10-$15 Hourly $400-$600 weekly

Bonus Possibilities: Sales Milestones Sales Goals

Phone Conversion Rate

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Basic Experience Needed: 1. Customer Service

o Phone skills o Sales skills o Customer complaint resolution

2. Scheduling 3. Computer:

o Data entry o Microsoft Office 4. Office Organization and Administration

Requirements:

o Valid driver’s license with good driving record o Able to work office hours o Legally able to work in the United States o Physically and mentally capable of performing CSR duties o Must be bondable (which requires passing a criminal background check) and insured for employee dishonesty o This requires that there cannot be any known record of dishonest acts or convictions for criminal or felonious acts o Cooperate with owner and perform duties o Act in best interest of owner, customers, and team members o Detail/Customer Service/Sales Orientated o Accurately receive, provide, process, and document customer requests and information o Maintain professional appearance and demeanor consistent with the MOLLY MAID image o Courteous and cooperative with owner, customers and team members o Strong listening & communications skills o Document all appropriate phone calls into CCS log o Utilizes CCS and LMS software to the fullest o Effective organizational skills o Attend and participate in all staff meetings o Abide by all rules, regulations, and policies contained in the employee handbook, safety manual, cleaning manual, and employment agreement o This includes active participation in identifying and reporting situations affecting the wellbeing of the franchise, customers and team members

Qualifications:

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Training Needed

MOLLY MAID Model Software: CCS & LMS  LMS script



Phone system



Scheduling



Office set up & systems



 Customer complaint & resolution process  View & complete cleaning training DVD and Workbook  Complete HSP cleaning training program Job Duties Customer Service  Respond to telephone calls  Follow phone script  Listen to and assess the needs of the caller  Provide information to prospective customers as well as existing customers  Schedule estimates & cleans  Respond, resolve, and follow-up with customer complaints and concerns  Resolve breakage issues up $100 for repairs or replacement  Answer inquiries for employment  Follow up on open estimates  Make back marketing phone calls as directed  Print Customer Notification Call Schedule and make calls as directed Administrative  Document lead source for incoming calls from prospective customers  Use LMS  Scan and file all estimates  Send thank you note to unclosed estimates  Send thank you notes to closed estimates  Send welcome letter to closed estimates  Maintain estimate files  Update route schedule in CCS  Enter/update/maintain customer master records  Take control, document (using customer’s log in CCS), resolve, and follow-up with customer complaints  Take control, document(using customer’s log in CCS) , and post customer compliments

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 Print Daily Employee Time Sheets for week  Enter Route Activity in CCS  Enter Employees Times in CCS  Prepare deposit slip and close batch  Run credit card charges and close batch  Validate MOLLY MAID gift certificates through CCS  Redeem MOLLY MAID gift certificates  Print invoices and mail to customers  Enter customer payments in CCS  Confirm receipt of invoiced goods and services, document as received  Scan and file all employee performance documents (complaints, “wows”)  Maintain employee contact information in CCS  Load and unload cleaning cloths/mop heads into washer/dyer  Inventory office supplies, replenish up to $25 without approval of supervisor  Follow up on internet leads

Employee Administration 

Accept employee time off requests  Provide applications to applicants  Review applications for completion  Schedule applicants for interviews  Obtain reference and background checks

Vehicles 

Record and maintain vehicle records  Schedule oil and maintenance appointments  Track and notify supervisor of dates for registration renewal

Breakage/Damage 

Locate replacement items Locate repair resources



Additional Options:

Cross train as an Estimator and/or a Field Manager

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3.3 Field Manager

Title: Field Manager

Implement Position: Average weekly revenue $8k-$10k

Suggested Pay Range: $11-$15 Hourly $440-$600 Weekly

Bonus Possibilities: 13 week rolling Perm Cancel Rate Sales Milestones Sales Goals

Basic Experience Needed: 1. Training 2. Coaching 3. Supervising 4. Cleaning 5. Bi-lingual (If applicable)

Requirements: o Valid driver’s license with good driving record o Able to work office hours o Legally able to work in the United States o Physically and mentally capable of performing FM duties

o Pass criminal background check. Must be bonded and insured for employee dishonesty. This requires that she cannot have any known record of dishonest acts or convictions for criminal or felonious acts o Cooperate with owner, staff and perform duties accordingly o Act in best interest of owner, customers and team members o Build & maintain an effective team of HSPs o Detail/Customer Orientated Qualifications: o Maintain professional appearance and demeanor consistent with the MOLLY MAID image o Properly use and maintain the MOLLY MAID vehicle

o Strong communication skills o Effective organizational skills o Attend and participate in all staff meetings o Courteous and polite with owner, employees and customers

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o Abide by all rules, regulations, and policies contained in the employee handbook, safety manual, cleaning manual, and employment agreement  This includes active participation in identifying and reporting situations affecting the wellbeing of the franchise, customers and team members Training Needed

Molly Maid Model



HSP & QC training programs



Opening the office



Safety & OSHA programs



CCS and LMS Scheduling



Company policies & procedures



Inventory control



Interviewing & selection



Fleet management



Phone protocol



Job Duties Open and Dispatch Teams  Open the office  Check voicemail and email; if necessary make adjustments to route schedules & teams  Print Route Schedule Sheet  Print Team Leader Schedules  Print and monitor Employee Time Schedule  Print Quality Check Schedule  Prepare Route Books  Print Key by Day Sheet, issue/receive keys  Brief each team on day’s homes, customer concerns/complaints, directions- especially with new customer, initial cleans, one time cleans etc.  Monitor teams as they depart (appearance, time, equipment, supplies, cell phones, cars, etc.)  Respond to teams calls throughout day  Fill-in as HSP as needed

HSP Interviewing, Hiring & Training  Follow designated hiring practices as established by owner  Interview, select qualified candidate  Determine training schedule

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 Supervise trainee(s) while watching cleaning training DVD & the completion of workbook  Train and coach trainee(s) on cleaning system, equipment and usage of supplies  Assess viability of trainee(s) to proceed to probationary phase of training  Monitor trainee(s) throughout the probationary period and report progress to supervisor Review and determine HSP staffing needs, share with supervisor  Review and monitor each team’s revenue & working rate  Monitor employee appearance  Monitor employee attendance  Coach and correct HSP’s cleaning performance according to the MOLLY MAID Cleaning System  Coach, counsel HSPs compliance with policy & procedures  Perform and track cleaning performance through visits to customer homes  Record & track teams quality control scores in spread sheet  Schedule re-clean(s)  Assign employees to be retrained  Print and post weekly permanent cancellation rate reports by team  Maintain on-going cleaning and safety training program  Present and track team meeting agenda items which include: one cleaning tip, safety tip and customer service tip Inspect cleaning supplies/equipment  Inventory cleaning supplies/equipment, identify and track needs on a inventory spread sheet  Place orders for cleaning supplies/equipment  Monitor organization of cleaning supplies/equipment  Assign and monitor person to replenish teams’ cleaning supplies/equipment needs

Manage and Monitor Teams 

Cleaning Supplies and Equipment 

Vehicles  Inspect and monitor cars for image, care and mileage  Report and document damage to supervisor  Report and document maintenance concerns to supervisor Additional Options: Cross train as a Customer Service Rep and/or Estimator

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3.4 Estimator

Title: Estimator

Implement Position: Average weekly revenue of $20k-$40k

Suggested Pay Range: $11-$15 Hourly $400-$600 Weekly

Bonus Possibilities: Estimate Closing Rate Goal Customer Frequency Rate Goal Year End Revenue Goal

Basic Experience Needed: 1. Sales 2. Customer Service 3. Phone system 4. Computer Skills: 5. Data entry 6. Scheduling 7. Proficient in Microsoft Office

Requirements: o Valid driver’s license with good driving record o Able to work regular office hours and evening hours o Legally able to work in the United States o Physically and mentally capable of performing Estimator duties o Pass criminal background check o Must be bonded and insured for employee dishonesty. This requires that there cannot have any known record of dishonest acts or convictions for criminal or felonious acts o Cooperate with owner and perform duties accordingly o Act in best interest of owner, customers and team members o Flexibility to work outside both day and evening hours Qualifications: o Maintain professional appearance and demeanor consistent with the MOLLYMAID image o Self-motivated

o Enthusiastic o Self-Reliant o Expressive

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o Self-confident o Friendly

o Spontaneous o Independent o Strong listening & communications skills o Good organization skills o Attend and participate in all staff meetings

o Abide by all rules, regulations, and policies contained in the employee handbook, safety manual, cleaning manual, and employment agreement. o This includes active participation in identifying, reporting, and correcting situations affecting safety, quality, and customer satisfaction Training Needed

MOLLY MAID Model



 View cleaning training DVD & complete workbooks  Complete HSP cleaning training program  Estimating Scripts  Customer Complaint & Resolution Process  Cross trained on designated Office and or Field duties  Estimate follow up procedures Job Duties Selling  Utilize estimating script  Utilize estimate worksheet  Perform in-home estimates  Increase the addition of new customers  Meet or exceed quarterly and annual goals

Administration 

Learn about the company, the service, and the customer needs  Commit to improving sales ability by attending workshops and seminars  Manage time  Maintain and produce on a regular basis accurate reports regarding: mileage, customer estimate sheets, customer estimate worksheets and prospective customer follow up  Maintain and update estimate binder  Inventory and order estimating materials

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3.5 Operations Manager

Title: Operations Manager

Implement Position: Average weekly revenue of $20k-$40k

Suggested Pay Range: $576-$865 Weekly

$30,000-$45,000 Salary

Bonus Possibilities: New Quarterly Level Goals New Milestones Goals Year End Sales Goal Expense Goals Employee Retention Goal Weekly Sales Revenue

Experience Needed: 1. Minimum of 3 years of recruiting, hiring, training and supervisory experience 2. Customer Service 3. Sales 4. Microsoft Office Requirements: o Valid driver’s license with good driving record o Able to work office hours o Legally able to work in the United States o Physically and mentally capable of performing Operation Manager’s duties o Pass criminal background check o Must be bonded and insured for employee dishonesty. This requires that she cannot have any known record of dishonest acts or convictions for criminal or felonious acts o Self-directed individual who is analytical, with initiative and problem-solving skills o Demonstrate the ability to learn quickly and juggle multiple situations concurrently o Organizational skills, ability to set priorities and execute a plan of action o Verbal and Written Communication Skills

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Training Needed

MOLLY MAID Model



Cleaning system



Software: CCS & LMS



Scheduling Estimating



Company policies & procedures



Analytical reports



Job Duties Staff Supervision 

Identify staffing needs Interview applicants Extend job offer(s)



 Review and complete Orientation Checklist with trainee(s)  Close probationary period & promote HSP’s to a team  Assign HSP’s to a team  Hold weekly HSP team meetings  Address unresolved employee complaints and concerns  Create & implement employee retention program  Coordinate & celebrate HSP anniversary dates and birthdays

Managing Employees  Review and monitor teams performances & productivity using CCS reports  Review HSP staff with Field Manager’s input  Grant employee time off requests  Authorize employee to use company vehicles  Respond to vehicle accidents and notify insurance company  Review daily Quality Check Schedule w/Field Manager  Handle unresolved employee complaints  Document and follow company’s disciplinary procedures  Document and execute termination decisions for HSP position  Recover company property  Issue final paycheck Customers  Respond, resolve, and follow-up with customer complaints and concerns

Breakage/Damage 

Inspect broken & damaged items  Determine course of action

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 Approved to spend up to $100 for replacement or repair.

 Discuss issues with supervisor for more than $100

Estimating 

Perform in-home estimates

Utilize estimate script



Utilize estimate worksheet



 Increase the addition of new customers  Meet or exceed quarterly and annual sales goals  Maintain and update estimate binder  Inventory and order estimating materials  Pass estimate sheet to CSR for action

Operations 

Maintain and review Weekly Indicator Tracking spread sheet  Ensure homes are cleaned as scheduled  Monitor and track employee attendance & vacation hours  Monitor vehicle maintenance program  Review and monitor working rate, make changes accordingly  Close out week  Review, print & file week ending reports  Submit and file Royalty Report  Distribute pay checks  Research and negotiate contracts with vendors  Place orders with vendors  Review and monitor LMS reports  Review and monitor Phone Lead Source Report  Follow up on unpaid vendor invoices  Contact vendors if invoices are incorrect or unexpected  Review and monitor open customer receivables using Receivables Report  Send collection letters  Notify supervisor of all receivables over 30 days  Implement, maintain and update OHSA program  Maintain and review Weekly Sales and Indicator Tracking spreadsheet

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3.6 General Manager

Title: General Manager

Implement Position: Average weekly revenue of $40k-$50k

Suggested Pay Range: $50,000-$60,000 Salary

Bonus Possibilities: New Quarterly Level Goals Year End Revenue Goal Year End Profit Goal Expense Goals

Experience Needed: 1. Minimum of 5 years of training and supervisory experience 2. Self-directed individual who is analytical and with initiative and problem solving skills 3. Manage financial and operating performance against P&L budget expectations 4. Demonstrate the ability to learn quickly and juggle multiple situations concurrently 5. Organizational Skills with the ability to set priorities and meet challenging deadlines 6. Verbal and Written Communication Skills 7. Customer Focus, Collaboration and Teamwork 8. Flexibility, Team Orientation, ability and willingness to learn 9. Proficient in Microsoft Office Training Needed

MOLLY MAID Model Software: CCS & LMS



Cleaning system



Estimating



Training programs



Company policies & procedures



Analytical reports Vision for business



Specific goals



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Job Duties Leadership 

Drive the company’s sales growth and increase profit  Responsible for all aspects of business operations and fulfillment of company goals and initiatives  Cultivate a team environment that provides exceptional customer service while directing the management team and ensuring all staff members perform at a consistently high level Identify hiring needs for management team  Recruit, interview, hire, train, review office staff  Hold office staff meetings  Establish individual and team goals  Track and monitor staff members performance  Coach, counsel, discipline staff  Budget and administer office staff compensation  Create and implement office incentives programs  Make and execute termination decisions  Recover company property  Issue final paycheck  Respond to inquiries from governmental agencies, file response

Staffing 

Customers  Respond, resolve, and follow-up with customer complaints and concerns  Create and implement action plan for customer retention  Attend chamber and/or network meetings

Marketing 

Assist owner in the creation of the yearly marketing plan  Implement yearly marketing plan  Meet with marketing reps  Place marketing orders  Order marketing material  Track, monitor and review marketing results Assist owner in the creation of the yearly financial plan  Implement yearly financial plan  Achieve revenue and profit goals  Create indicator goals and track results  Implement systems to achieve indicator and financial goals

Financial 

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 Review and analyze financial reports  Enter bills  Enter deposits in accounting system  Make bank deposit  Administer payroll  Track and monitor petty cash  Administer 941, 940, state unemployment payments  Track, monitor and review gas usage  Track and monitor car expenses  Includes: vehicle repairs, maintenance, replacement, purchase  Resolve workers compensation, unemployment and OSHA claims

Communication Systems 

Negotiate and purchase phone/cell program  Maintain and upgrade computer system  Implement software updates  Train staff on new software programs

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4. Office and Field Staff Compensation

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4. Office and Field Staff Compensation 4.1 Hourly and Salary scales

The goal of proposing an hourly and salary pay range is based on several points:

 To assist franchisees in their desire to offer a competitive wage  To base an individual’s salary within the salary range that is assigned to the position based on the position's duties and responsibilities  To acknowledge the current and competitive salary rates of a geographic area  To promote the annual evaluation and review of each position  To provide a salary range for salary advancement based on merit

Payroll Chart Position

Hourly

Weekly

Annual

Customer Service Rep Minimum

$10 $15

$400 $600

$20,800 $31,200

High End

Field Manager

Minimum High End

$11 $15

$440 $600

$22,880 $31,200

Estimator

Minimum High End

$10 $15

$400 $600

$20,800 $24,000

Operation Manager

Minimum High End

$576 $865

$30,000 $45,000

General Manager:

Minimum High End

$962

$50,000 $60,000

$1,154

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4.2 Bonus and Incentive Plans Before you put together a bonus or incentive plan, it’s important to know the financial goals you want to achieve and in the time frame you want to achieve them. Incentive programs and bonuses are tools intended to increase productivity, encourage good business behavior and provide a way for employees to increase their compensation when they or the company is successful. There is a distinction between bonuses and incentive plans. With a bonus plan:  Performance measurement is subjective  Payment is semi-expected by employees Examples of situations where bonuses are given often include the holiday season, such as Thanksgiving and Christmas, and the completion of a fiscal year. With an incentive plan:  Payment is related to performance (this could be individual employees or the company as a whole unit)  The amount is defined by a disclosed formula  The method for performance measurement is clear  Employees know when and how much compensation to expect  Incentive plans can be built on accomplishing a single goal or with several goals in mind. Examples of goal related plans for the office team could include: Achieving new sales milestones and levels, meeting yearend sales goal, yearend profit goal  Realizing a closing rate goal for phone calls converted to estimates, closing goal rate for estimates converted to service, closing rate goal for booking a higher percentage of weekly and alternate weekly customers as compared to tri-weekly, monthly and occasional customers  Hitting a permanent cancellation rate goal  Accomplishing safety goals (injury and car accident free), HSP turnover goal. You can create a plan of your own. Keep in mind that measuring and monitoring any goal needs to be quick and easy Once the goal(s) are determined, the next step is to decide how much money to payout incentives. Completing a financial plan will allow you to budget for a program. Strive for a balance between providing a cost effective incentive program and the goal(s) and payout(s) you believe will increase your employees’ motivation as well as increase their accountability.  Payment is discretionary  The amount is arbitrary

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Listed below is a sample of goals, frequency of payouts and the dollar amounts involved to consider for an employee compensation program.

Payout Frequency

Monetary Payment

Bonuses and Incentives Goals

New Quarterly Level Goal Fiscal Year End Sales Goal Fiscal Year End Profit Goal

Open Once Once

$25-$200

*$100-$1000 *$250-$1000

Closing Rate Goal: Phone Call to Estimate Closing Rate Goal: In-Home Estimate to Customer

Weekly/Monthly

$10-$25

Monthly

$10-$25

**Closing Frequency Rate Goal Permanent Cancellation Rate Goal

Monthly Monthly

$15-$100 $15-$100

Monthly Safety Goal (Injury & Car Accident Free)

Monthly/Quarterly

$10-$25

Employee Turnover Goal

Quarterly

$25

You create a bonus or incentive goal

*Appropriate payment amount determined by position **Closing a higher percentage of weekly and every other week customers during in- home estimates as compared to closing tri-weekly, monthly, occasional and one- time customers These programs are not intended to replace informal and spontaneous recognition or praise of staff achievements and work performance. Informal recognition of employees should and does take place every day. Saying "thank you" to employees and complimenting an employee on a job well done are part of the MOLLY MAID culture For employees in positions eligible for overtime, the rate for overtime worked during the bonus period should be adjusted upward by the amount of the bonus over all hours that were worked in the bonus period.

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5. A Picture is Worth a Thousand Words

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5. A Picture is Worth a Thousand Words

5.1 Organizational Charts for Office Infrastructure Strategy Utilizing organizational charts (“org charts”) is a great way to visualize your company’s structure and to plan the direction of your business. With just a glance, the org chart can provide a framework to see your employee organizational and communication infrastructure; as well as providing a reference for making changes and measuring the financial and operational effectiveness of the company. Sample organizational charts are noted below. We begin with a start-up business and work our way up to a business with average sales of $60,000 a week. Accompanying each org chart level are the payroll expenditures and payroll percentages that portray the spread between average weekly revenue. Keep in mind that each franchisee brings into the business his/her own goals, dreams, financial realities and skill set. One of the perks of owning your own business is keeping the tasks you like and delegating the tasks you like least or may not be as proficient in. If you choose to carry additional staff at various stages of revenue or you choose to pay higher wages based on your vision and need, your costs will exceed what we have noted. 5.2 Average Weekly Sales $0-$8,000 Office Staff Position: Customer Service Representative Prior to opening, the first position to fill is that of the Customer Service Representative (CSR). The CSR’s primary responsibility is to answer the phone and sell the MOLLY MAID service. Other job duties include customer service and retention, data entry into Customer Care and the Lead Management System (LMS), and performing administrative tasks. During this initial phase of owning the company, the franchisee is participating at every level.

Owner

Customer Service Representative

Position: CSR

Weekly sales range

$8,000

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$480- $640 480%- 640%

$480- $640

Weekly office payroll span

Weekly office payroll percent span

6%-8%

5.3 Average Weekly Sales $8,000-$20,000 When the business begins to post average weekly revenue of $8,000-$10,000, franchisees typically look to fill the second management position with a Field Manager. The FM assumes responsibility for recruiting, training, coaching, supervising and managing quality control for the Home Service Professional staff. Any task that is not being covered by your CSR and the FM is performed by you. As weekly average sales begin to increase above $16,000-$18,000, franchisees often consider bringing on board a third person. This allows the franchisee to spend time viewing the business from a larger perspective. The third person often performs the duties of a second CSR or hires in as the estimator and is cross trained as a CSR. Office Staff Positions: Field Manager, Customer Service Representative

Owner

Customer Service Representative

Field Manager

Positions: CSR and Field Manager Weekly sales range Weekly office payroll span

$8,000 $960- $1,280

$20,000 $960- $1,280

Weekly office payroll percent span

12%- 16%

4.8%- 6.4%

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Office Staff Positions: Field Manager, Customer Service Representative 2 , Customer Service Representative 1

Owner

Customer Service Representative

Field Manager

Positions: CSR , CSR, Field Manager Weekly sales range Weekly office payroll span

$16,000 $1,400- $1,920

$20,000 $1,400- $1,920

Weekly office payroll percent span

8.7%- 12%

7 %-9%

Office Staff Positions: Field Manager, Estimator , Customer Service Representative

Owner

Customer Service Representative

Estimator

Field Manager

Positions: Estimator, CSR, Field Manager Weekly sales range Weekly office payroll span

$16,000 $1,360- $1,880

$20,000 $1,360- $1,880

Weekly office payroll percent span

7.5%- 11.5%

8 %-9.4%

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5.4 Average Weekly Sales $20,000-$40,000

During the early phases of the business, franchisees tend to spend much of their time and energy “living in the moment.” But as the average weekly sales edge toward $20k, there is a need for franchisees to begin diverting some of their attention and time away from the day to day activities and begin focusing more on the company’s level of performance and its future. Assisting the franchisee in this process often includes the hiring of an operations manager. Filling this particular position frees up the franchisee to spend less time “working in the business” and more time “working on the business”. The job of the operations manager is to assume responsibility for managing the office team as well as performing tasks previously done by the franchisee. With an Ops Manager on board, the franchisee now has the time to review and manage the various parts of the business that need the franchisee’s attention; such as goal setting, analyzing key indicators, scrutinizing the profit and loss statement, reviewing marketing data, evaluating staffing and striving for profitability. Office Staff Positions: Operations Manager , Customer Service Representative, Field Manager

Owner

Operations Manager

Customer Service Representative

Field Manager

Position: Operations Manager , CSR, Field Manager Weekly sales range

$20,000 $1,633- $2,145

$40,000 $1,633- $2,145

Weekly office payroll span

Weekly office payroll percent span

8.1%- 10.7%

4%-5.3%

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Office Staff Positions: Operations Manager , Customer Service Representative, Field Manager, Estimator

Owner

Operations Manager

Customer Service Representative

Field Manager

Estimator

Position: Operations Manager , CSR, Field Manager, Estimator Weekly sales range Weekly office payroll span

$30,000 $2,033- $2,745

$40,000 $2,033- $2,745

Weekly office payroll percent span

6.7%- 9.1%

5%-8%

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5.5 Average Weekly Sales $40,000-$60,000 Some franchisees of large volume businesses trim down the amount of time spent in the office. To ensure that the company continues its strong growth and profitability pattern, franchisees often put a General Manager in place to run the business. Recruiting or promoting the right person to fill this position requires the individual to possess strong leadership skills as well as have several years of experience in sales, finances and marketing. The MOLLY MAID franchise model thrives on the relationships developed between employees and the franchisee. Because of this, franchisees are encouraged to remain engaged in the business on several levels. First, the office team and HSPs are most effective for the company when they’re encouraged and motivated by the franchisee. Secondly, it is essential the franchisee keep the company’s vision in front of his or her employees. Thirdly, the franchisee must remain the primary strategist for the business. Lastly and most importantly, the company finances must continue under the control of the franchisee. Office Staff Positions: General Manager , Operations Manager, Customer Service Representative 1, Customer Service Representative 2, Field Manager, Estimator

Owner

General Manager

Operations Manager

Customer Service Representative

Field Manager

Estimator

MOLLY MAID Office Infrastructure Manual Copyright  2015, Molly Maid, Inc. Weekly office payroll percent span Position: General Manager, Operations Manager, CSR 1, CSR 2, Field Manager, Estimator Weekly sales range Weekly office payroll span

$40,000 $3,474- $4,539

$60,000 $3,474- $4,539

8.6%- 11.3%

5.7%- 7.5%

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Office Staff Positions: Operations Manager, Customer Service Representative 1, Customer Service Representative 2, Field Manager, Estimator

Owner

Operations Manager

Customer Service Representative

Field Manager

Estimator

Position: Operations Manager, Estimator, 2 CSR, FM Weekly sales range Weekly office payroll span

$40,000 $2,513- $3,385

$60,000 $2,513- $3,385

Weekly office payroll percent span

6.2%- 8.4%

4.1%- 5.6%

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6. Office Staff Recruiting

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6. Office Staffing Qualified office team members are often found within the company, but there are also times when searching for the best candidate will require you to recruit from the outside. Listed below are recruiting resources currently being used today: Customer Service Representative  Internet: craigslist.org ($)  Retail or service locations: recruit those individuals that impress you  Community college career centers  Employee referrals  Word of mouth among peers  Promote from within organization

Field Manager:

 Promote from within organization  Employee referrals  Word of mouth among peers

Estimator 

Internet: craigslist.org ($)

 Retail or service locations: recruit those individuals that impress you  Community college career centers  Employee referrals  Word of mouth among peers  Networking group  Promote from within organization

Operations Manager 

Internet: craigslist.org ($) Word of mouth among peers



College career centers



Classified ads



Networking group



 Promote from within organization General Manager  Internet: craigslist ($)  Internet: career.com ($)  Word of mouth among peers  Networking group

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6. 1 Interview Questions

The list of interview questions is organized by position title; but many questions can be used interchangeably. Customer Service Representative 1) Can you tell me about a time when you did something extra, which was not part of the routine activities assigned to you, but you did it for the benefit of the customer? 2) What steps do you take when a customer claims that what he expected, he did not receive? 3) Can you tell me about a situation that really tested your patience? 4) What do you really like doing in your current position? 5) What types of people annoy you? 6) Tell me about a time you had to deal with a customer who was very vague. 7) When faced with a problem, do you ever view it from the customer’s point of view? Can you give me a recent example? 8) How do you respond when customers become demanding beyond an acceptable level? 9) What steps do you take to double-check your work? 10)How many days have you been absent from work within the last 12 months? 11)When deciding how to organize your work, how do you assess what tasks need to be given priority? 12)What experience do you have using a phone script? How do you alter the script to match your personality? 13)Have you ever been fired? 14)How did you fill downtime at your job? 15)Describe a recent problem you had with one of your manager's decisions. How did you handle it? 16)Give an example of when you did something without being asked. Can you give me another example? 17)Describe a customer compliant that you have resolved. 18)What do you feel would be the most common errors made in a position such as this? 19)Tell me about your computer skills and what type of software you are experienced with. 20)What would you rather do more of in your current job? 21)What software programs do you feel confident in using? 22)Have you had the opportunity in your work experience to process checks and credit cards? 23)What would you like to be doing, work wise, in five years? 24)During you last review, in what area did your supervisor recommend you improve?

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Field Manager-Promoting fromwithin company 1. What do you do to help your team members perform to the best of their abilities? 2. How do you motivate a team member who is not interested in working? What can be done to get him/her to contribute to the organization? Give an example if you have done something similar in the past. 3. Tell me about a time when you acted as a mediator to help colleagues resolve their differences. 4. Give me an example of a time when you tried your best to work with someone, but the problems still remained. What did you learn from that situation? 5. How do you determine if an employee is performing well? 6. In what specific areas do you need to expand your knowledge to become more proficient as a field manager? 7. Why should I hire you? 8. What kinds of situations or circumstances make you feel tense or nervous? 9. In what ways can we help you succeed in this position? 10. What is important to you in your work relationship with a supervisor? 11. What do you think that you would like most about this position? 12. What do you think that you would like least about this position? 13. Tell me about a goal you achieved, which at the time seemed hopeless? Why did you keep going? 14. Tell me about a time when you and your partner were discouraged. What did you do to raise your partner’s spirits? 15. How do you decide which tasks take priority when organizing your day? 16. What do you think this position involves? 17. What steps would you take if you suspected an employee was stealing? 18. If you could make one suggestion to your supervisor in your last job, what would it have been? 19. How did you decide to apply for this position? 20. Tell me the process you would use to respond to a team that has a steady stream of customers canceling their service?

21. Who sets the standard for cleaning a home? 22. What training experience have you had?

Field Manager (Hiring from outside of company) 1. Tell me about something that you accomplished at ____ that you felt good about. 2. Describe for me what your day-to-day responsibilities were at ______? 3. What did you like best (least) about your last position? 4. Describe _________ as a place to work. 5. If you could make one suggestion to your supervisor in your last job, what would it have been?

6. What was the most difficult part of your job at _________? 7. What would you rather have done more of at your last job?

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