Traditionally, the introductory period has been referred to as probation, but what does "probation" imply as to the status of new employees?  The courts have ruled that an employee’s successfully completing probation implies that the person has become a permanent employee, but is that what you really intend?

Rather than designating a new hire as “permanent,” it is better to refer to them as “full-time” or “regular.”  Once the introductory period is over, the new hire may not be a permanent employee of your organization for a number of reasons.

During the orientation, new employees should meet with their supervisors to discuss specific duties and responsibilities.  All employees should clearly understand what is expected of them from the very beginning. The expectations of introductory periods should be clearly explained to all new hires. 

They need to know how performance will be measured.  With some positions, such as sales or cleaning, results are clearly measurable.  With sales representatives, sales presentations are either made or not made and new customer contracts either signed or not signed.  With custodial technicians, buildings are either properly cleaned and maintained or they are not.

Measuring results can be a challenge for other positions, such as management and customer service.  With these positions, you might ask the new hire what is a fair way to measure performance.  When you agree upon a method, record it and give a copy of your agreement to the new employee.

Length of the Introductory Period

The length of the introductory period depends upon the type of position.  With an hourly worker, 30 to 60 days should be long enough.  With a managerial employee, up to a year might be appropriate, depending upon the position’s expectations and scope of control.

During the introductory period, each new hire should be regularly evaluated to determine progress and performance.  During this time the supervisor and employees need to discuss any questions or concerns they might have. 

Problems should be addressed directly and tactfully, not beating around the bush.  Every session should be closed with the supervisor summarizing what is going well and what improvements need to be made.  To anticipate the possibility of a dispute arising later,  evaluations should be recorded and kept in the employee’s file.

Some supervisors dread the idea of taking notes and keeping records.  Yet, that is one of the primary responsibilities of management and supervision.  Time consuming as it may be, documentation is a must and results in a more positive relationship with new employees. 

Training

Proper training helps to ensure the success of new employees on the job.  Factors that determine the type and amount of training they receive are:
 

• Complexity of the duties.   A floor care specialist will require more training than an introductory level custodian.

• New hire’s experience.   A new hire with experience will adapt more quickly on the job than will a novice.  Nevertheless, a trainer will not assume that the person with experience has learned proper methods and procedures from his or her previous employment, but will need to demonstrate proficiency on the job with your organization.

• Organizational retention rate.   Companies experiencing high turnover need to look for ways to slow down the revolving door, and until the problem is cured or reduced, they can use short, intense instruction periods to reduce costs of training new hires.

• Amount of money to invest in training.   Firms that are unable to financially invest much in training are challenged with the need to develop a low budget training program.

Establishing training objectives involves three areas:
1. Assessing the type and amount of training needed
2. Developing or purchasing the appropriate program, and
3. Implementing the program

To assess the training need for a particular position, begin by reviewing the job description.  Determine the skills needed for working the job.  Consult with employees currently performing the job.  Ask what they would recommend for training, how they received their training, and what improvements they would make in the training they received.

To develop training for the position, have those performing the job review an outline you have prepared for the training program.  You may decide to prepare the program in-house, bring in outside trainers to develop the program, or use a packaged program already on the market, such as those provided by Clean-Pro Industries, Inc.

Using Outside Trainers

When examining training programs already on the market, consider the following:

• Does the program address the topics you need covered?
• Is the material current?
• Would your employees be receptive to the manner in which the topics are covered?
• Does your budget allow for this program?
• Will you have solid customer support?
• Will you be required to purchase additional materials such as workbooks and assessment tools?

• Before you contact the consultant, have a clear picture in mind of what you would like the consultant to do.
• Research the consultant's fees and arrangements in advance.
• Check to see if the consultant has performed the type of training that you are seeking.
• Have a written contract.

If you choose to develop your own training program, consider the following:

Cost per participant: Calculate the time required for an in-house professional to develop and present the program and then calculate the cost of printing in-house materials and purchasing outside support materials.  Divide the total cost by the number of participants taking the program to give you a cost per participant.

Delivery:  Determine who will deliver the program—individual supervisors, an outside consultant, or a training department.  Will it be a quality delivery, and who will train the instructors?

Time consumption: How much time will the program consume from your schedule and from the schedules of others in your organization?  Are there other priorities that are more pressing at this time?

Staying current: Will the program require constant updating?  Would it be more cost-effective to purchase a package program from an outside consultant than to periodically revise an in-house program to stay current with industry methods and procedures?

Implementing and Improving the Training Program to Increase Retention

While a training program will not completely eliminate a loss of employees, there are several steps you can take to increase retention:

1. Ask for input from employees.  Those on the front line like to be included in the process of improving company strategies and are in the best position to do so.

2. Pay attention to employee needs.   Due to turnover, technology, and a number of individual reasons, the needs of employees constantly change.  Paying attention to those needs is one of the most effective means of maintaining employee productivity and loyalty, and will do much to enhance your corporate image in the community.

3. Keep everyone informed.  Employees want to be informed.  They want to hear the bad news and the good news.  Sharing all issues with staff will promote a sense of trust.

4. Conduct exit interviews.  One of the best means for discovering problems and concerns within the work force is the exit interview. 

Assess the Training Needs of Your Organization

Have you established a thorough orientation program for each position in your organization?  Have you established policies for the introductory period of each position?  Have you established a thorough training program for each position?

If not, consider applying the suggestions in this article, and if you need further assistance, contact me at the following address:

Forrest L. Farmer
Clean-Pro Industries, Inc.
PO Box 6350
Portland, OR 97228-6350

Tel:  (503) 289-0063
Fax:  (503) 289-0055
E-mail: FLFarmer@clean-pro-industries.com

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The most often asked question from visitors to this website is: How can I start a crime scene cleanup business.  The word has gotten out that this is a hot business opportunity for the decade.  Several inquired about it this week.

For a number of weeks I have been sending readers to resource centers for bio-mitigation and crime scene cleanup business opportunities.  However, since  I am awaiting e-mail replies from these resource centers to make sure they can handle the influx of inquiries, I will not make any further referrals until I hear back from them, so please be patient.

As a commercial business opportunity, this field is only a few years old and is growing rapidly.  It appears to have potential for those who are not weak of heart or of stomach.  It requires special sensitivity to the victims and their families and knowledge of crime scene cleanup procedures.

Another question asked this week was: How much should I pay a sales person?

Budgeting 4% for sales and marketing is reasonable.  Half (or 2%) could go to the sales person and half (the other 2%) could be budgeted for advertising, printing, mailings, brochures, portfolios, etc.

If money is no object, as you stated, you might consider giving the salesperson a monthly salary of $1500 plus commission.  A good salesperson is extremely valuable to a business and should be compensated accordingly.  Without sales you have no business. 

A salesperson should be able to earn $50,000 to $100,000 per year within five years.  By that time you will have a six figure income yourself and your business should be grossing one to three million dollars per year.  A $50,000 to $100,000 income for the sales person isn't that much when you think of it in those terms.
Be generous with a salesperson and it will come back to you in abundance.

For a sales and marketing strategy, complete compensation program, sales management forms, and sample sales representative employment agreement, see books published by Clean-Pro Industries, Inc.  at  www.JanitorialBooks.com.
The information you need is contained in Building Service Contracting: How to Start, Promote, and Manage a Cleaning Maintenance/ Janitorial Service Business, and Sales and Marketing for Janitorial Services.

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See our ad entitled "Four Ways to Take Your Cleaning Service to the Next Level" in the March 2000 issue of Cleaning and Maintenance Management Magazine, page 73.
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Please give us your thoughts about this newsletter.  Would you like to see it continued?  Are you benefiting from the articles and news?
Newsletter@clean-pro-industries.com

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