How to get rid of problem staff?

dizzychick · Joined: 05 Dec 2007 Posts: 6

Hi, I only have two staff but next year I want to take on at least 2 more full time staff. However one of my girls now has a real attitude problem, she won't follow any of my instructions or requests, she thinks she knows best. I know if I keep her on she will cause problems especially with new staff.

I have never had to fire a staff member before.

How can I let her go a. without a big scene (she will cry) and b. without her taking a third of the salon clients with her?

I really need help with this. Sad

Clare Comazzetto · Joined: 29 Feb 2008 Posts: 6

Do you have in your employment contracts anything about terminating employment?and if so, is there anything to do with Restricting them to working within a certain radius of your salon for a period of time? Legally, they arent allowed to contact your clients and ask for their business, if this happens and you can prove it, you can stand to take legal action. Also, she isnt allowed to remove the client database from the salon. You may think about outsourcing people to do the hard stuff for you, I am more than happy to offer my services, www.carecruitment.com.au.

Sandie Dub · Joined: 29 Feb 2008 Posts: 12

hi
i just went thru this-
i had two girls who for about two years, were full of attitudes, disrespectful and we had had enough. A few weeks ago we confronted one of them and basicially said,
it is apparent to us that by your actions and attitude, that you really dont want to work here. with that said, we need to end this business relationship and go our seperate ways....
after she cried, we decided to let her stay and give her one more chance. well a week later she quit and took two other girls with her-
i am actually glad it worked out that wey- we needed to do some housecleaning. Yes it was hard, however i need adults to work with me, not women acting childish . they wer booth renters.

Michael Curtis · Joined: 21 Feb 2008 Posts: 7

Hi there....

We must firstly accept that poor staff is poor management (maybe read a book called: FIRST, BREAK ALL THE RULES....by Marcus Buckingham & Curt Coffman)...complaining ourselves, about attitude etc. doesn't fix the problem.....it makes it worse. We must take RESPONBILITY - we employed this person, its our fault and we must fix it.

Maybe get your staff to fill in a how they feel on paper... for you from a clients perspective (as though they were the client).......they'll tell you what they want, whats wrong etc. and it will help you to understand them better. It maybe something small that you can fix........if it can't be fixed let them go!!

Don't worry about loosing clients......if you do loose those clients, they weren't your businesses clients anyway......you must have the client coming to your business for.... what it is that makes your business unique. (eg the level of service, convenience etc.) Not to see a specific employee. I know this sounds difficult - but you cannot have stars in your team.... what happens when they're on holiday, sick or even leave....you loose money....you MUST have a team of consistant performers and you'll never loose clients when an employee leaves.

It helps to take RESPONSIBILITY, right from the interviewing process thru to the training, orientation, etc. etc. etc. We must check references, profile candidates, find out thier core values...etc. Even if your team is small, you must have a company culture (an essence of YOU...YOUR ETHICS)....with policies & procedures and ultimately an operations manual...to be followed by ALL STAFF ...including yourself.(read a book called - THe E-myth if you already hav'nt) Whats great about these rules and regulations is problem staff usually weed themselves out before they become a problem....the great culture ruins them before they ruin you.

I know this sounds HARSH, but you MUST change now or you'll go thru the same pain year after year....till you can't take it anymore.

We've been thru these problems in the early years......as all business do....but the day we took RESPONSIBILITY for OUR STAFFS PERFORMANCE, everything changed.

At Blush we have 26 wonderful, happy and productive staff and we started seven years ago with just one...my wife. We're always adding to our core staff, the dedicated staff that stick thru thick and thin..they're rare but do exist...... and a % of the staff will always come and go, but we must be able to have new ones waiting in the wings to replace them.

Seriously.... YOU MUST Simplify your business, attract young qualified staff that can be TRAINED... YOUR WAY.... EASILY, with the basic treatments that make you money..... don't expect miricles and train...train...train...nurture, these girls and if you get 12 months out of them be thankful for that. A % will stay longer and will become great assets, the others you must make money out of while they are with you.

We've all had difficult staff member that doesn't fit, slips thru the net when interviewing. If you have a bad egg.....get rid of them asap or they'll poisen your staff, clients and destroy your business. If they're casual sack them on the spot, if full time, give them a weeks pay and send them on there way! - act quickly!! When your small you must sacrifice profit and put on more staff....employ staff when you don't need them and you won't get caught out by an employee leaving or holding you to ransom.

Good luck and all the best, and remember be positive about staff, have some gratitute that you even have staff and things will improve very quickly.......We can't run a business or make money without them. And have faith that you'll attract the right ones for your business and they'll make you, very happy and lots of money.

Michael Curtis
Blush Day Spa
Perth, AUSTRALIA
www.blushbody.com.au

Jodie Chaney · Joined: 10 Mar 2008 Posts: 2

Hi All,
I'm going through this at the moment-I have one part-time girl who has given me a months notice(two weeks ago)and I am sure announcing this to all and another who is pregnant and telling everyone that she will be working from her laundry(everyone loves throwing their head over a sink)!!!My problem is how do I retrench them without the threat of a legal battle?This is a relatively new salon(18 mths old) and as I am wanting to work on my business and not in it,I have had limited time to build a clientele.I totally agree about what Michael said about the whole salon experience but when you have been told by your employees that they are your business and that they don't respect you it kind of gets a little intimidating!!!!I have a new girl coming on board who is going to be a great asset-I need the others to go leaving me with a clean slate and being able to make MY business MINE.

Tracey Walton · Joined: 29 Feb 2008 Posts: 24

Jodie I so sympathise with you. I've had exactly the same attitude, I'm not a hairdreser so they think the same rings true.

Fortunately for me 1 went on maternity leave for probably the full UK 12 month allowance and may not come back, but even if she does I'll have a year to develop my team. The other left stating she couldn't work to targets.

The question is do you believe that your business is them? Take the power back for yourself otherwise they will walk all over you. I can only say I have survived these people leaving.

Tina Ayton · Joined: 06 Mar 2008 Posts: 3

Hi there. I have a staff member who is a great performer, reaches targets etc, BUT she tends to take some matters into her own hands that I feel she shouldn't like time allocted to appointments and charging, BUT she is making lots of money so do you get rid of someone like that? thanks TINA Divine Hairdressing

Steve Shepherd · Joined: 03 Apr 2008 Posts: 10

Tina

Ask or observe in detail what the top peformer does. If they are upselling and cross selling and always rebooking clients include the words and phrases they use in your training of everyone.

I have an intensive training booklet and checklists that each stylist must learn.
Make it fun with games that everyone can win. Make clear rules and post the results for everyone to see.

For example there is one word that increases rebookings 60% ,.

and its simply the word tentative.

"Tracey I will book you in tentatively in 5 weeks"

I know you may be thinking that training is on the skills of doing the job but its much much more its got to include salesman ship.

anyhoo take back control and NEVER let the staff disrespect you in this manner.

If you put in place systems and checklists that are written into their job contracts and they don't follow them then you can put your termination process into swing. and thats just another system that you would develop. if you have the system then emotions don't rule the workplace.

Steve Shepherd

Jodie Walker · Joined: 26 Mar 2008 Posts: 2

Hi
I have a small salon in country NSW. I employ a senior and a 2nd year apprentice both who are now pregnant. I have a 2yr old and a 9mth old and work in the salon 3 days a week at the moment. I'm adding another day next month (when child care is available) and will be back full time in October.
My apprentice hasn't been reaching her goals for the last 6 months and I was to speak to her about this when she informed me she was pregnant. How do I now motivate her to achieve her goals or move her on without facing discrimination charges?
I am about to do more work with a business coach but the salon currently isn't doing well enough to continue and I am thinking about closing after 9 years hard work and several awards for business excellence.
Frustrated!!!

Steve Shepherd · Joined: 03 Apr 2008 Posts: 10

Jodie

There are a couple of things you could do:

1. Put in place a written process for recording targets for your staff. Give them a checklist of things they should say with each client. ie. Would you like a manicure while you wait for your hair to colour. The staff member must complete the checklist for each client and then sign the checklist when they leave. You then train them in the checklist and tell them that from time to time you will audit the signed checklists. Explain to them that Not completing a checklist or signing a checklist when you find out they have not done the items on the checklist is grounds for a verbal warning. Then you refer to your employment termination policy of 2 verbal warnings, 1 written warning and finally termination letter. This is a very prescriptive method of working with staff but it ticks all the boxes on employment law. I would still check with your lawyer.

2. Do you use Salon Marketings Package. I know the cost is high but you have invested a lot of money and time in your business and I think the only thing missing is good systems and good marketing.
When I say marketing I am talking about direct database marketing with letters from Gregs pack.

If you really want to free yourself you need to stretch and try something different. Doing the same old thing will get you the same old result.

Patricia Ryan · Joined: 23 May 2008 Posts: 7

There are a number of ways this can be done. If someone has resigned it is best to pay them out and thank them for their services. This removes hard feelings instantly and ensures that you and they feel better about the entire situation. You can request that they stay home for the time period as legally they are still employed by you and therefore cannot work for anyone else until that notice period is up. This prevents them talking to clients about their movements etc although they have probably already started by the time you have been told.

Having said that prevention is better than cure. Whether a new employee or current employees you should put in place KPI's or Key Performance Indicators. These need to be as detailed as you can make them with 4 columns Column 1 Area/Main Heading i.e. Housekeeping Column 2 What is Done i.e. Floor to be swept after every hair cut, Bench to be wiped down after every client, Column 3 Outcome & Weighting ie. Every bench is 100% clean after and before every client 100% of the time. Weighting 5% (attitude can be 30% but the total of all the outcomes must equal 100%.) Once the KPI's have been written up, sit down with the staff member/s and go through these with the staff member/s and get their agreement on the detail. Column 4 RESULT This is completed by the staff member every 1 or 3 months and this dictates their performance review. YOU review their results and put in your comments and feedback. If they give themselves more than you feel they have earnt you must give reason why i.e. actual examples. Advise them that they are required to achieve 95% - attach a bonus of some description to this if you can. If they are not achieving 95% or above then you can start them on a formal warning program - if you wish. Once staff have these and they have to start monitoring their own performance and behaviour themselves you will find they start very quickly to lift their game.
Hope this helps!
Patricia