Store Manager Training Program v1.0 Employee Name: ____________________________ Training Start Date: __________________________ Introduction: As a store Manager for Extreme Tan and Smoothies you will have to wear many hats and will be responsible for many things. In this training manual and through the training exercises it is our goal to make you familiar with the most common job responsibilities you will have and deal with on a daily basis. Of course we were unable to put every aspect of the Store Managers job into this manual, but we included some of the most important one’s. A Store Manager is backed up by a management team, which if utilized correctly will make the Store run the way it should run and will make the Store Managers job easy. A solid Store Manager will delegate, follow up and offer feedback to their AMT staff, doing so will break up some of the work load and of course increase training and knowledge amongst store employees and AMT staff. If the Store Manager delegates, and manages, it will free up the Store Managers time to do what should be done which is ensure that Customer Service is always at it’s highest level and that the stores are always spotless and perfectly maintained. All employees, Store Manager and AMT’s should realize that they have a support team that is always willing to help and work with them, this support team is the structure and back bone of Extreme Tan and Smoothies, you can always contact your District Manager, Corporate Auditor or CEO in regards to any questions or concerns about this training, you will get out of this training exactly what you put into it. A. Inventory Inventory control in our salons is a task that is by nature very easy, however it can become difficult very easily. Inventory is affected on a daily basis, and many thing effect inventory levels in every store. Sales impact inventory because each time a sale is made, inventory is transferred from the store to the customer that purchased it. At this time a quantity should be automatically removed from the system. This can be impacted in a negative way because an employee rings up the wrong product which would than decrease the inventory level of a different item, rather than the item that was actually sold. Theft also impacts Inventory levels, in a very negative way, because we actually pay for the products that are in our store’s before we actually receive them. So when an item is stolen by a customer or an associate it takes at least 3 more sales of that same exact item to replace the lost value of the stolen product. Also when product is stolen it effects your inventory count by a negative one, which means if your store is not working on Inventory reports/Cycle counts on a consistent basis, you put your salon at risk of being out of stock on certain merchandise, because the counts are incorrect. Receiving impacts inventory in a positive fashion, it’s when merchandise is received from a specific vendor once we have ordered our product. An example of one of our many vendors would be Level 21, inc. or Salon Support. When items are received from our vendors they are received by the Home Office, at which time the Home office splits the orders up between the stores. Receiving is excellent because it keeps us in stock and our merchandise fresh, however there is a large area for shortage (otherwise known as “Shrink” or a loss of inventory), keep in mind that the initial order is put together by Humans that work for the Vendor, than the order is received by our home office, which is than counted and split by Humans again. There is plenty of opportunity for loss in those two area’s alone. Move forward through the process and the next step for an order is to be loaded into a car, truck, etc. at which point it is delivered to the Salon itself. Once the lotion hits the salon if things are not handled in a timely fashion the chance for additional shrink or inventory issues grows, because each time a sale is made on hand counts change. When inventory hits a salon it should be inventoried ASAP in order to stop or control any discrepancies. When inventory is received, and sitting around it’s much easier for potential theft to occur because items are just laying around. Once the inventory is opened by the salon it should be entered into the system to avoid any type of discrepancy. Inventory Exercise 1: Check in and receive an order of Indoor Tanning Lotion at the Home Office, once you have checked this order in against the packing slip, separate the order’s between the salons so that their order is ready to be received at store level. Once you have completed separating the order, go over the received order paperwork and the separated orders with your District Manager than have your District Manager sign off on this Exercise. Has the employee completed the above task? Y or N District Manager Comments: Signature: Inventory Exercise 2: Await or deliver a lotion order to a receiving Salon, once the order is dropped at the Salon, check the order in to ensure everything is there, once everything has been noted as there enter all received quantities into the Salon Touch Inventory system. Do this with the pre-selected Store Manager, and have the Store Manager sign off on this Exercise as completed and make any comments. Has the employee completed the above task? Y or N Store Manager Comments: Signature: Inventory Exercise 3: Visit whichever store was pre-determined for this exercise, once in the store have a Store Manager show you how to pull an Inventory Report. Once the Store Manager has showed you how to pull the report, take a moment and show the Store Manager how to pull the very same report. Once the Inventory report has been printed take the Inventory Report and do a complete Cycle Count (Count the merchandise on hand on the report vs the actual merchandise in the stores). For this exercise you will work on doing Cycle Counts on the Tanning Lotions and Moisturizers only. Note any discrepancies on your Inventory Report, once complete have the Store Manager show you how to adjust the counts in the system, after the Store Manager shows you how to adjust the counts, you should than show the Store Manager the exact same thing they just showed you, however this time you will actually change counts in the system, and save your updated counts. Report any discrepancies to the Corporate Auditor as well as the District Manager upon completion. Once you have completed this exercise have the Store Manager sign off. Has the employee completed the above exercise? Y or N Signature: B. Ordering Ordering product in any retail business is a very sensitive task for any company. Ordering product controls numerous facets of your business and day to day operations. It’s important for anyone that will be doing any ordering, running a business or dealing with retail clients on a day to day basis to know the reasons and impacts of ordering properly. One of the largest issues with ordering or relying on employee’s to order is called “Inventory Imbalance”, this is when a store has too much of one item that does not sell and not enough of another item that sells very well. This is usually the cause for the next issue, specifically in regards to ETAS, if you have too much of a certain lotion that doesn’t sell it has a shelf life and could easily go bad over time, if you are out of stock on the items you often sell a lot of, you are taking away the ability of your sales staff to be able to sell the popular products that customers want. Although we have a huge selection of lotion there are still customers that are stuck on a specific product, they won’t venture on to other products to even try them, when your out of their product it causes frustration and can easily cause a customer to purchase lotion through other outlets, like on eBay or the web in general. When ordering product rule #1 is to stand in front of the product so you know what you have in stock. Be prepared by having the proper previous sales data that you need to place an educated order. If you’re running your store properly and your inventory counts are being done on a consistent basis, you could very easily order from a remote location based on your previous sales data and the Inventory report data. Another important part of ordering is something knows as “Trends” or “Seasonality Trends”, although we do not currently have in store graphs that show the seasonal months and spikes for ETAS, you can easily obtain this information from your District Manager or from the Home office. We do know that from January to the 1 st week of May is our busiest time, this is industry wide for every state, this is do to weddings, heavy travel months, proms and gradations. During this time frame we run on what we call a 4 week In Stock Condition, this is where we look at the previous 4 weeks of sales data and try to catch trending in order to ensure we have 4 weeks of lotion in stock for the next 4 weeks. This can be tough and because season is so volatile it can change in an instance, so in many cases you are taking an educated guess. During our slowest months which would be May through September we work on a 2 week In Stock Condition. This means we look at the previous 2 weeks of sales and look to order and have enough in stock merchandise in stock for the next two weeks. As ETAS continues to grow one of the most important things that our store managers can do to balance Inventory Company wide and in their stores, which will keep lotion fresh on the shelves and improve in stock conditions is to Balance Inventory between stores. When one salon is low or almost out of stock on lotion if the salon needs that merchandise we might very well need to make a $100 Minimum purchase through home office for an order when we only need 3 bottles, etc. If the needing store contacts the stores around it or communicates with the District office that it needs a specific lotion the Store managers can transfer lotions between the stores. Communication is key here, and the sending store would have to subtract that lotion from their Inventory, when the receiving store would have to add the incoming lotion to its Inventory. When a store manager orders properly they have the best chance at increasing their sales, because when your out of stock on a continuous basis you never know how high is too high on a lotion, for instance if your selling 50 packets of Dangerously Dark a week and you continue to order 50 packets of Dangerously Dark a week, your sales are maximized at 50 packets a week. What would happen if you order 65 packets a week? You might very well sell 65 packets at which point maybe you would increase your order size to 75 packets, etc. Being in stock at all times on all items without being over stock is a very serious concern for Extreme Tan and Smoothies as it continues to grow and looks to increase profits company wide. Ordering Exercise 1: From the Home Office call the Clearwater, FL location and inquire about the last time they worked their Inventory report. If the Store Manager is unsure of when the Inventory report was last worked, please make note of it as you will need it towards the end of this training segment. Once you have the proper date for when the Inventory Report was completed, print up the Inventory Report for that Store. Once you have printed up the Inventory Report for that Store show it to your District Auditor and ask any questions you might have. Have the District Auditor Sign off on this Exercise. Has the employee completed the above exercise? Y or N District Auditor Comments: Signature: Ordering Exercise 2: Now you have your Inventory Data which you will need, however you are missing the previous sales data for the same salon. Pull up and print out the previous 4 weeks of Sales Data for that salon. Once you have printed out this information for the correct store show the District Manager that you have pulled and printed the information and have the District Manager Sign off on this Exercise. Has the employee completed the above exercise? Y or N District Manager Comments: Signature: Ordering Exercise 3: Now that you have the Inventory Report and the Previous Sales Data which will show you On Hand Quantities that currently exist in the system and Sales History for that Salon you will do what is known as a “Blind Order”. A Blind order is one of the things that many managers will do that can easily put them in a bad position in regards to Over Stock or Out of Stock condition. Ask the District Manager for the ordering form that the salon’s use while placing their orders on Monday’s. Once you have the ordering form while your at the Home Office, site down and come up with an order based on having 4 weeks of Merchandise in Stock using only your Inventory Report and your previous sales data. Once you have completed your “Blind Order” using the information you given make a photo copy of the Inventory Report and the Sales Data you printed, do not make a copy of the Blind Order you just did. Leave the Blind Order in a file at the main office for later review. Now take the copies you have of the other reports and physically visit the Clearwater, FL salon and put together an order while in the salon in front of the product. Don’t forget to check any storage area’s for over stock product. Now that you have completed your order return to the Home Office, take your “Blind Order” and compare it to the “Live Order” you just placed, take some time to write down any differences between the two orders and discuss the differences you found with John in detail. At which point you should also have your sales data and all other information used for this exercise. Has the employee completed the above exercise? Y or N CEO or District Manager Comments: Signature: C. Scheduling Scheduling is an essential part of any retail or service related business, there is a very fine line between having the proper staff, not enough staff or being over staffed and losing control of your hours. It is every Store Managers job to control their payroll expense at all times, in seasonal months Payroll is expanded due to the increase in sales, however in non seasonal months payroll would decrease based on lower sales. This is perfect for the terminology that “Sales cure all Ill’s”. More sales = More $, Less Sales = Less $’s. In order to figure your “Projected Payroll” for your next week’s schedule you would use the following formula or steps. Choose the same week’s sales from last year Take that week’s total sales and add in 10% for the average growth that any retail business should achieve after each additional year of being open. Once you have that figure, now figure 25% of that total number. 25% of the Total Store sales should be used towards payroll. Example: July 24th-July 30th 2004 Total Sales That Week: $2,152.80 Adding in the 10%: $2,367.08 Taking 25% of that adjusted number for your Payroll: $592.02 $592.02 is what your payroll should be for this week in 2005. Now that you have the formula for figuring out exactly how much money should be spent on payroll we can move on to the next step or series of steps to writing a schedule that will allow you to have the proper coverage, with the best staff without going over Projected Payroll. It’s important for a Store Manager to know what their employee’s are paid by the hour, knowing this information will help you in creating a schedule that isn’t over budget before the week even starts. Here is an example of how you can look to figure out your store’s “Average Hourly Payroll”, now keep in mind this isn’t an actual dollar amount for a specific employee per hour. Example: Your projected payroll is $1200 for an up and coming week Store X is open for a total of 98 hours in this given week This equates to: An allowance of $12.24 per hour that can be spent on staffing Store Manager makes $20,000 per year, or $384.61 per week which based on 40 hours per week is an average of $9.61 per hour Let’s assume you have 6 employees with the following pay rate’s: Employee #1: $6.50 p/h Employee #1: $7.50 p/h Employee #1: $7.00 p/h Employee #1: $6.50 p/h Employee #1: $6.75 p/h Employee #1: $6.50 p/h Adding all of the above hourly pay rate’s including the Store Manager’s than dividing by 7 (the total of hourly employee’s plus the store manager) total’s $7.19 per hour as your Average Hourly Pay Rate in your store. (This number changes with every raise or new employee hired or replaced). Now with that formula figured out you can see approx. how many employee’s you can have on each hour of the day. Based on the example above you would be able to have 1 ½ employee’s on staff every hour we were open, keep in mind there is no ½ people nor do you need more than one person on during every single hour we are open. In addition to knowing your numbers like what is shown above it’s important to know your “Trends” when will your staffing needs need to be increased and decreased? When is it time to hire up for seasonality purposes? When do you simply not have enough employee’s scheduled on duty or when do you have too many scheduled that you might be able to send cut or send home for the day? The main report in figuring out who needs to be on and when is the Time Breakdown Report. An example of the coverage that should be scheduled at any given time is below, you would use your time breakdown report to figure out your schedule to ensure you have the right amount of employee’s on to properly take care of the customers at all times and keep the salon running smooth. Staffing Chart to be used with the Time Breakdown Report Tan’s Per Hour: 00-10 Tans per Hour = 1 Employee on Duty 11-15 Tans per Hour = 2 Employee’s on Duty 15-19 Tans per Hour = 3 Employee’s on Duty 20-28 Tans per Hour = 4 Employee’s on Duty 29-36 Tans per Hour = 5 Employee’s on Duty So far we have figured out which reports we use for the schedule such as the Time Breakdown Report, we also used an equation to figure out the Average Hourly Employee Payroll for the entire store. We also took a glance at the formula that we use for staffing based on needs which is based on Tan Per Hour. Review the above information and discuss any questions you might have with your District Manager than continue. Scheduling Exercise 1: Now that you know the formula for figuring out projected payroll figure, take a minute to figure out what your “Projected Payroll” for Week 1 of April 2006 would be. Once you have figured out the Projected Payroll amount go over it with your District Manager and have this exercise signed off on. Did the employee complete the above exercise? Y or N District Manager Comments: Signature: Scheduling Exercise 2: Now that you have the projected payroll amount for this exercise, take a minute to do some research and find out what each employee at the Clearwater, FL salon makes per hour, because Store Managers Pay Rates are Confidential assume that the Store Manager makes $20,000 per year. Once you have done your research using the formula above come up with your average hourly employee payroll. Once you have completed this exercise discuss any questions with the CEO or District Manager and have this exercise signed off on. Did the employee complete the above exercise? Y or N CEO or District Manager Comments: Signature: Scheduling Exercise 3: Now that you have figured out your Projected Payroll and figured out the average hourly employee payroll rate, using all of the reports you know that you need to use when doing the schedule, generate a schedule for Week 1 in April of 2006, in the event that there is not enough employee’s currently working at that salon to fill schedule gaps for week 1 of April use fake employee or previous employee names when writing the actual schedule. In addition to the above the key here is to stay within the guidelines of the Projected Payroll, going above that when writing the schedule puts you at a disadvantage before the week even begins. Once you complete the above exercise go over the Schedule and the figures you used to come up with your Schedule with the District Manager and the Corporate Auditor. Once completed have the District Manager sign off on this exercise. Did the employee finish the above exercise? Y or N District Manager Comments: D. Scheduling Part II Scheduling as explained above is extremely important, completing your schedule and posting it a week ahead of time will keep your employee’s happy, using the systems explained above will ensure that you have an accurate schedule which means having the right coverage for your customers at your busiest times. One thing that is extremely important that we have not discussed yet is scheduling the right people at the right time. In professional sports you never see a team put their worst players in during the toughest times in hopes of making big plays, they put their best players in at the most important times. In retail that same theory can be applied, for example why would you have your worst maintenance employee work over night to clean your salon? Chances are you wouldn’t. With that same thought in mind, why during your busiest times of the day where you foot traffic is the greatest would you schedule the employee that is weakest at sales? You wouldn’t, or better yet you shouldn’t, however people do than wonder why their sales in their salon drop or ask why they didn’t bonus for the month. In order to help our Store Managers obtain their bonus or have the best chance at obtaining their bonus we came up with the “Employee Sales vs Payroll Analysis”, this report helps you see how much in sales your employee’s are doing per hour when they work and how profitable they are when they are scheduled. This is an excellent tool when used the right way, it will help your salons be more profitable during season as well as out of season. In order to use this system you need to know a few things such as how many hours a specific employee worked last week or month and how much they had in “Product” sales. We use product sales as the base for this because Services will typically sell based on the aggressive advertising campaigns we have, and previous usage of customers on our equipment. Scheduling Part II Exercise 1: Using the Largo, FL salon for this example pull up the total hours worked for each employee in the previous month, and obtain their payroll information from the District Auditor in the Home Office (this information is confidential and is not to be shared with anyone at any time). The final step will be pulling up the report that has the employee’s total product sales for last month. Using the formula below, figure out each employee’s Sales vs Payroll figures, once you have that completed, write a schedule using the Time Breakdown Report, Projected Payroll and your Sales vs Payroll Analysis that will give you the best chance to capture the most sales in the Largo, FL Salon if you were the Store Manager. Once complete go over your work with your District Manager or the CEO and have this exercise signed off on. Did the employee complete the above exercise? Y or N District Manager / CEO Comments: Signature: E. Interviewing and Hiring Before the Interviewing process is one of the most important steps in deciding who you will possibly interview, it’s the application review process. This is serious and can save you time in ensuring you bring in the right applicants for an interview instead of just bringing in everyone and weeding through the poor applications. Follow the following steps which will help you choose from the large amount of applications we receive yearly. Did they put a “Position Applied for”? Did they put something in the “Referred to us by” section? Did they include SS#, Phone number, and Salary requirement? Did they fill out every section on the front page or skip around? Were they detailed on the previous employment section? Did they sign the application? Did they fill out the hours of availability page? Are the hours of availability what you need for your salon? Interviewing and Hiring are some of the most exciting things in regards to being in a higher level position, however if not done properly it can become the most challenging thing for a Store Manager and the Management Staff, not to mention the Legal Risks involved in Interviewing and Hiring. There are some very basic things that people do not realize are illegal and should be avoided at all costs. This section will involve Role Playing with either other managers, staff members or the corporate staff, you will get out of this exercise and segment exactly what you put into it. Bad words Let’s discuss a few things I like to call “Bad Words” these are a few of the things that should be avoided either when a possible new hire is filling out an application, or during the interview process. Writing on an application – this should never be done, some of the largest Corporate Lawsuits in history occurred because staff members or managers wrote comments directly on an application. Use a post it note and teach your employee’s to do the same. Avoid writing ANYTHING on applications Do you have transportation? – You cannot by law ask this question to an applicant, as it is considered irrelevant. How old are you? A very innocent question, but a very innocent question that will have the EEOC all over you. Sorry we are not hiring! – Regardless if you are hiring or not, you cannot tell a possible applicant that your not hiring when they ask you for an application, you simply give them the application regardless if you like them or not. Anything in regards to Sexuality, Sexual Preference or anything in the entire Sexual or Sex field. With he “Bad Words” out of the way we can now move on to the process of Interviewing and Hiring overall. Many Managers from New Managers to Existing in all companies alike make some very basic mistakes that cause them to hire the wrong people for the wrong job, the purpose of this is to help you as Managers avoid doing so. When doing your Interviews the following can help you in hiring the correct person: You schedule the interview date and time Hold the applicant accountable for sticking to the date and time for the interview. If they are late to an interview and don’t call to let you know they were lost or anything else of that nature, it’s safe to say this applicant has issues in regards to being on time. Have a notepad handy to take specific notes in regards to the employee after you speak to them, avoid taking notes while your speaking with them because it takes away from the “Open Discussion” concept your trying to have the applicant fit into so they stay calm. Does the applicant look professional in nature, remember this is a possible new hire coming in for an interview. If they look sloppy when they know they will be interviewing, chances are they will look sloppy when reporting to work. No interruptions, don’t answer phone calls and make it clear to your employee’s that you don’t want to be disturbed. Expect your possible New Hire to be the same way, no answering Cell Phones, etc. Doing so shows the applicant is not taking the interview seriously or has a lack of respect for the interviewer. Bring the applicant into the office where there should be two chairs, you sit down first without saying anything, if the applicant sits down before you tell them to this is a basic interview no no and they just broke it, the applicant shouldn’t sit down until you ask them to have a seat, this begins the respect process before the applicant is even hired. Sit directly across from your applicant during the interview, watch body motions and eye movement, are they focused or wondering off on to other things besides the interview. If they are wondering when they are trying to get the job, imagine what they will do when they have the job. Make your applicant feel comfortable repeat to them to be calm, and relaxed and that you’re just going to “Talk” more than do the traditional interview. In fact you are taking a traditional interview and attempting to make it more of an open forum for discussion between tow people. Now that your settled in, does the Applicant make eye contact, are they speaking clearly, are they fidgeting or overly uneasy? There is a visible difference between shy and extremely nervous or uncomfortable. Everyone will typically be somewhat nervous no matter what. Now that your applicant is settled in, your watching their eyes and you know what general things to look for work on asking the following questions in the following order. This type of interview shouldn’t take more than 15 minutes and you as a manager should control this. Remember the applicant should do most of the talking, your interviewing them they are not interviewing you, nor are you trying to “sell them” on how great of a company and job it is, remember they want to work for you, your not begging them to work for you. Tell me a little bit about yourself – This is a time when you just let the applicant talk, listen for important things or characteristics that might give away specific details in regards to your applicant that might hinder their performance after they are hired. “I don’t like my family”, “I’m very shy”, “I hate getting up early.” And things of that nature should all be warning signs. Why do you want to work for Extreme Tan and Smoothies? – This question although very simple will be a very important and pivotal moment in the interview process. “I just want to make some extra money”, “I thought it would be a fun place to work”, “I heard you can tan for free when you work here”, “My friends work here” are all answers that show a lack of long term dedication, nothing in regards to growth, self improvement, or a long term commitment. Remember when we hire, we hire employees with the hopes of growing them for the future and long term return on our investment. Name 3 Strengths you have. – When you ask this question visually hold up 3 Fingers showing the applicant that you want 3 answers, you don’t want 10, 1 or 5, you want 3. This is another important question because the strengths that the applicant names can very well be strengths that can be applied in the work force. If the applicant names more than 3 things it shows they did not follow instructions, which of course could mean an issue following instructions or directions in the future. At this point based on the last 2 questions if the answers were not what you’re looking for, had too many red flags or just lacked eye contact, excitement, etc. you can decide to end the interview. If everything is going well continue with your interview. Name 3 weaknesses. – Again hold up 3 fingers when you ask this question, this question is important because it may help you expose if your applicant thinks they are simply too good for just about anything. An answer like , “I really can’t think of anything.” Either shows a lack of effort or shows that the applicant just simply things they are good at everything and do not need to improve in any area what so ever. This is somewhat unrealistic, as everyone has area’s they can improve in. Name 3 reasons why I should hire you? – Listen during this segment for anything out of the ordinary, most people will answer with general things such as “I’m friendly”, “I’m a good worker”. These are general, listen for things that are excellent and cause this applicant to stand out from the rest of the pack. Listen for key things we look for, “I enjoy customers”, “I have excellent customer service abilities.” Why did you leave or are you leaving? – Your current or last job? This is a important question because it may reveal something in regards to the person your getting ready to hire. For example: “I don’t get along with my manager.” First thing that goes through my head is that a Manager has a job to do, they require you to work, getting along with them is irrelevant and if you can’t get along with them in regards to working than what makes me think you will get along with me. “I don’t like the people that work there.” Is this a communication issue or a personality issue, if they don’t get along with people at their current or previous job than why would we assume they would get along with people at our place of employment? “The work was too hard.” Really? I thought it was called work for a reason, if the work was too hard at their previous place of employment, than what makes me think the work in our salons would be any easier? If I were to call your current/previous employer right now – and ask them to tell me three (3) things about you, what would they say? Again this is important because they may discuss a problem they had while employed there. What animal would you like to be and why? – Although this is a funny question it can cause people to loosen up a bit towards the end of the interview, however as with every other question in the interview process it has a level of importance. Studies have shown that people associate with animals that have tendencies very much like their own. This isn’t always the case and it’s certainly not a deal breaker for an interview, however it can show a little insight into the employee’s tendencies. Now before moving on to the final part of the interview where we explain a few things in regards to the company, it’s important for me to ask myself: A. Did the applicant mention Customer Service B. Were they out going? C. Would you hire them? D. What areas might they be strong in? E. Did they mention sales? Now if you have answered yes to the above or have a strong feeling that you might hire this applicant, and ONLY if you feel you might hire this applicant, would you move on to the next segment. Now keep in mind that it’s important for you to listen to the applicant, they should spend most of their time talking to you, or better yet “Selling” themselves you, in order to get hired. Once you have a general idea if your going to hire them is when you would give them an idea of what they will be doing. You’re going to be general when it comes to this, you could also give the applicant a copy of the “ales Associate Job Description” in the event they did not receive one when filling out the initial application. It’s very important during this segment for you to be factual and to the point in regards to what their job entails and not sell them one why Extreme Tan and Smoothies is so great. If you focus on why the job is so great your more likely to paint a picture of false sense where the applicant might believe they are taking the easiest job in the world, than when the time comes for them to actually start and do physical labor, work late hours, etc. they become very frustrated which can result in an early Termination either by the employee or by Extreme Tan and Smoothies. Be sure to make the associate aware of some basic things like: We hire everyone under a Part Time employment window Part Time is anywhere between 4 and 40 hours a week We are open till midnight and you may be scheduled to work till 12:30am You will have to do Laundry and fold towels You will have to clean Tanning Beds You will have to sell products You will have to clean restrooms You will have to stock shelves You will have to dust You will have to clean constantly You will have to make smoothies/ice cream If over the age of 18 and a Female you will be expected to become Air Brush trained You will have to take random Tanning & Product Knowledge tests You may be required to work certain Holidays if we are open You will have to sweep You will have to mop You will have to operate Computers and Tanning Equipment Extreme Tan and Smoothies is different than any other Tanning Salon anywhere in the area, this should be made very clear to every applicant, we demand things from our employees and we have standards for everyone to follow, we are very proud to be part of Extreme Tan and Smoothies and they should be too. If someone is hired it should be because they are the best person for the job, not because we “Needed” someone, they should have earned it, they should fit into our salons with an open and exciting mind, be self motivated and well mannered. We can teach anyone we hire anything in the world, however if they lack the ability to be out going, make eye contact and don’t have a good personality over all that’s something we cannot change. Interviewing and Hiring Exercise 1: Although you will be involved in an interactive class when it comes to this segment of your training the best way to grow in this area and really experience what goes on in an interview using the steps above is to do a real interview. Visit the Clearwater, FL salon look through applications and pick 3 applicants that you feel would be good to bring in for interviews. Once you have selected the 3 Applicants set up Dates and Times that you would like to do the interviews and communicate these dates and times with your District Manager, District Auditor and CEO you will do an interview in front of each of those people members of the management team so they can see how well you do putting the steps above to use. Once you have interviewed all three (3) applicants take some time to write a short synopsis about each interview, what area’s you felt you did well in and what area’s you felt you could have done better in or had problems with. Once you have completed the synopsis have your District Manager answer any questions or offer any feedback than sign off on this Exercise. Did the employee complete the above exercise? Y or N District Manager Comments: Now that you have an idea how to interview applicants, the next step is of course hiring those applicants that you thought were excellent for Extreme Tan and Smoothies and our customers. The hiring process is no easier than the Interviewing process; there are specific things that need to be done to ensure that we follow all state and federal laws. We use a form called the “New Hire Checklist” this checklist is meant to be an aid to the Store Manager and the District Auditor, it’s extremely important that this form is used properly at all times and it is done as soon as the employee starts their first shift. At this time ask the District Auditor to show you a New Hire Checklist and go over each and every piece of paperwork that is needed for the New Hire Checklist to be complete, everything from a W-4 to an I-9 form and the types of ID a New hire has to provide once they have been hired. If a New Hire is missing any of the New Hire Paperwork we need from them, they cannot begin their employment. After the District Auditor goes over the required paperwork and the procedures involving the New Hire Checklist, take some time to roll play with the District Auditor, treat the District Auditor as if they are the New Hire and go through the New Hire Checklist and gather all paperwork and generate a file based on the New Hire (District Auditor). Once completed have the District Auditor sign off on this Exercise to show it has been completed. Has the employee completed this Exercise? Y or N District Auditor Comments: District Auditor Signature: In order to finalize the New Hire segment of your training, visit the Clearwater and Largo salon with the District Auditor and go through the current employee files, are they organized? Are they complete and contain all needed information? Have the District Auditor show you which paperwork goes on inside which tab of our file folders. If you find any differences between the Largo and Clearwater Salon document those differences and bring it to the CEO’s attention. F. Counseling and Terminations Counseling and Terminations are a part of every manager’s life, not saying that anyone enjoys the thought of being terminated or terminating someone else’s employment. This brings me to a very good point that I always try to get Managers to understand, if you follow the Counseling system the right way and do it the way that it was meant to be you will never actually be terminating anyone, they would in fact be terminating themselves. Every business has a structure, Extreme Tan and Smoothies has a tremendous structure for being what is considered a small business in the area. Whenever you have a system of structure in place you will have an employee that wants to challenge that system. Not every employee or every employee that has issues while employed is trying to challenge the system, they might just not be aware, or misunderstand the Policies and Procedures we have. Policies and Procedures is a term you should become familiar with, as a Store Manager it is your job to know and understand every Policy and Procedure that currently exists in Extreme Tan and Smoothies. This segment will help you understand our counseling system, how to go about counseling and how to counsel an employee. It will also help you to understand when it’s time for a Termination and who should handle terminations of hourly employee’s. When counseling an employee it’s important to keep one thing in mind, Counseling is a “Training Tool” not a punishment. It is meant to be something that gives you and the employee a chance to sit down and discuss an issue, and explain why it is an issue, and how running into this same issue can be avoided. Again it’s something that should be used for training purposes. There are steps to every counseling notice here are a few: The employee possibly breaks a Policy or a Procedure Within 48 hours the employee should be documented or counseled The “Homework” stage. Whenever there is a possible counseling situation it is important to do your “Homework”, what does this mean exactly? It means if an employee was late you should print up their schedule and their time sheet which shows what time they actually punched in. It would mean that you check with other managers (never employee’s) to see if the employee had called to inform a member of management that they would be late. Not every situation means an employee is guilty and that’s why doing homework is so important. Ask questions but ask them in a confidential way, counseling is meant to be confidential because it’s a Training Procedure. Check the employee’s file to see if it is the first infraction Be prepared; get all your “Homework” together, than gather your training tools (a copy of company policies and procedures) on the violation so it can be read off to the employee. Once you have completed the documentation, have all of your paperwork and facts ready, set time aside to speak with the employee with NO interruptions, no phone calls no employee’s banging on the door, etc. How do I know when it’s time to terminate an employee? General rule of thumb and company standards state that 3 Violations of a Policy or a Procedure (unless otherwise noted on the policy or procedure) would be terms for Termination. It is very important to keep in mind and understand that the counseling system is designed as a system to protect the employee as well as the employer, it protects the employee from being fired without warning and for no reason (even though Florida is a Free work state), in addition it protects the Employer from paying Unemployment Compensation for employee’s that do not deserve unemployment (to date Extreme Tan and Smoothies has never had to pay out unemployment), as well as protecting the Employer from false allegation lawsuits. It’s important that documentation is done professionally and NEVER contains any opinions, simply facts. The counseling process would look something like this: Verbal Warning – This can be done and placed into an employee’s file without actually sitting the employee down for a counseling session, it simply states and shows a history that this employee has been made aware of the issue and it was discussed with them once before. If done properly you typically will not even need to go on to the next step. As a training step you could put on this documentation that the employee will be monitored over the next X Days, in the event improvement is shown the Documentation would be removed. This would give the employee another chance based on the fact that they did improve. This is also rare but is an option for a Store Manager or Higher level Manager only. Written Notice – This documentation can be done in the event of a serious violation as the first counseling notice or it would be done if a “Verbal Warning” has already been given once before. In the “Written Notice” there are a few important things you should do, which is reference the previous “Verbal Warning” in the event there was one, and the second would be to inform the employee that this is the last time you will discuss this issue. The best way to do this is by putting the following line on the bottom of the counseling notice. “Another infraction of this sort can and may result in immediate termination without warning.” Final Warning/Termination – In the event you feel the employee has improved but simply made a mistake you can offer up one more “Final Warning”, however 99% of the time this would be the counseling notice that would end in “Termination” which means the employee would no longer work for the company. The same way the counseling system can be used as a training tool to correct issues or poor behavior, attendance, etc. It can also be used as a tool to say thank you, show your appreciation or reward an employee for their consistent hard work. You wouldn’t want to use a Positive counseling notice in regards to normal daily behavior it should be used for an employee that continues to go over the top or an employee that truly went above and beyond. It’s a great way to say thank you and show your appreciation, it also builds respect. Many managers will often use Positive Counseling notices at the wrong time, for instance if they feel moral in their stores is low and they just want to become more “Friendly” with their staff they will over do it with positive notices, or if they have a troubled employee that has already received a negative documentation in order to make that employee feel better they give them a good write up, this hurts the pre-existing counseling notices that are in the file. For this training exercise you will be doing it as a group in a class setting with other Managers and/or Corporate Staff. Once you have taken the training class and done the role playing exercises have the class trainer sign off on this segment of your training. Signature: G. Reports and Their Purpose Extreme Tan and Smoothies currently runs a software platform called Salon Touch, this software not only controls our Tanning Equipment but it gives us the power to track our day to day operations, sales figures, employee actions and so much more. The Salon Touch system is something you already use on a daily basis; everyone uses it to a different level. Some of the best features included with Salon Touch and the main reason we currently use this software platform are do to the statistical data that is stored and available within the system. It is my firm belief that a solid Store Manager needs to know many things, one of the biggest is their numbers, if you know your numbers running your business will be much easier. If you have your numbers in line, know what it takes to get them in line and focus on your numbers you will run the most profitable business that you possibly can. This segment is meant to tell you about the reports contained within the Salon Touch system, what and how you can use these reports to grow your business or know your numbers. There are two different types of Reports, one is “Global” which will show data of all Extreme Tan and Smoothies salons, the other is “Local” which will only show Data for the salon you are logged in as. Some reports will show up in Local that do not show up in Global. “LOCAL REPORTS” Bed Usage – this is a report found under Local reports that can be used more often, this report is excellent for seeing what kind of usage you have on each individual bed. What makes this report so important is the ability to control where you put your tanners when they come in, you can use this report to communicate to your staff that Bed X is not being used as much as the other 20 Minute beds and that they should work on putting more customers into the unused bed. This spreads out the bed usage as well as helps to control the costs of maintenance on the tanning units. Time Break Down – this report shows you tans per hour and breaks it down by tanning unit, this is the report we use for scheduling to ensure we have the proper customer service. Client Memos (under Clients Tab) – this report shows you all memo’s that are currently listed under any member. This report can grow out of control very quickly. It is important to maintenance this report on a monthly basis. Getting rid of the old messages and memo’s on customer accounts makes it less annoying when a customer comes in so they don’t need to hear the same message from an employee every time they visit us. Clients with Multiple Tans – this is another report you should go through on a monthly basis and communicate with your staff the dangers of customers tanning multiple times in one day, as well as communicate with the customer the dangers of them tanning more than once per day. It is illegal for a Tanning Salon to allow customers to multiple tan. Employee Tab Sales – this will allow you to generate reports based on each employee’s sales, it can generate Services, Surcharges or Products sold. Time Card – the time card report is important for a Store Manager because you can monitor which employee’s are taking breaks and when, do they take breaks when they are suppose to or do they take them at times that might affect customer service. It’s important for every Store Manager to control the break schedule in their Salon. In addition to that it also shows you when employees are punching in early (which increases payroll) or when employees are punching out early. A good store manager will monitor this report on a daily basis. Business Tab Activity – will generate a report that show you all register activity for any given date range. Activity Employee – will generate a report that shows your employee’s activity and includes information like: Total Sales Transactions, Total Tanning Clients, Total Clients Served, and sales on Products and Services. This report is also a Date Range report. Cost Analysis Products – this report will show you the difference between cost and margin, this report is only useful if the correct “Cost” is in the system. Looking at this report will help you to understand which products in your store generate the most profit dollars when sold. Daily Packages Used – will display a report for any given date range that shows what tanning packages were used in that date range. Daily Totals – will show you what the sales are for the store that you are logged in as for any specific date range. No Charge Sale – will display what employees (if any) did “No Charge” sales, it’s important to view this report on a daily basis to ensure that no employee’s are giving away free tanning sessions or discounts, free products, etc. Sales (Page 2) – Will display sales information on Products, Services or Surcharges for any given date range for the specific store you are logged in under. Sales Tax – will display a report of all collected sales tax for that store in a specific date range. Security Tracer – is an extremely powerful tool, it will display a report for any specific date range that will show you key strokes that employee’s make when doing any changes, you can see the inventory changes made by your AMT’s in this section as well. Store Managers should view this report on a daily basis for the previous day’s business and follow up with the Corporate Auditor as needed. The difference between “Local” reports and “Global” reports is simply the display of all stores data or a single stores data, again certain reports will not be available in the “Global” segment, and not all reports will look alike if displayed as Global or Local. H. Alarm Call Procedure Alarm calls are a part of every managers life, especially a Store Manager, the biggest problem with Alarm Calls is that they are so far and few between that when one occurs Store Managers and Managers alike often don’t respond or respond in a way that can put them in danger. It is the Policy of Extreme Tan and Smoothies to ensure that Safety comes first. The following is the Alarm Call Procedure which should be followed in the event of an Alarm Call. ADT is the alarm company we use in all Extreme Tan and Smoothies locations, an Alarm call from any other Alarm Company should be dismissed and the District Manager should be notified. The employee that lives closest to the Salon should be the employee that is listed first on the alarm call list, and each subsequent person should be listed in the same order. 1. Drive to the Salon 2. Once you reach the salon, Drive around the entire building/complex looking for anything suspicious such as broken glass, chains hanging from the rooftop, open doors or broken locks. 3. Once you have inspected the outside area, back your car into a parking space with your headlights facing towards the building. Wait for the police to arrive and have your ID ready for when they do arrive. DO NOT enter the building until the police get there. 4. Once the police get there, open doors and do a walk through. Look at ceiling tiles and for debris on the floor where dust might have dropped from the ceiling. 5. Look through bathrooms and all tanning rooms. 6. Follow the instructions given to you by the police officer at all times. In the event of a “real” break-in, call Michele, John and/or Lisa immediately. It is important for a Store Manager to know and understand these practices, it is just as important for the store manager to ensure their staff knows what steps to follow in the event of an Alarm call, we never want any employee to be put in danger or injured do to any break in or robbery situations. I. Coupon / Advertising Tracker Extreme Tan and Smoothies is by far the most aggressive tanning salon anywhere in this area in terms of advertising. Extreme Tan and Smoothies has spent over a Million dollars on advertising in its first year of business. In order for Extreme Tan and Smoothies to ensure it gets the most out of each and every advertising dollar spent, we use what we call the “Coupon Tracker” to track how our customers hear about us and come into the salons. It is very important that our staff does NOT give coupons to customers when they come in, this affects sales in a negative way, trains customers that they do not need to actually look for our advertisements, which causes us as a company to waste our money on advertising. Coupons should be presented whenever a customer is getting an advertised special price. At the end of each month it is the Store Manager’s duty to fill out the Coupon Tracker and fax it over to the Home Office where the information is compared, studied and filed for the next advertising campaign. If you are not already familiar with using the Coupon Tracker report you should visit either Extreme Tan and Smoothies store and ask the Store Manager to go through the Coupon Tracker report. If you have already done the Coupon Tracker report, take a moment to write a short description of what exactly needs to be done with that report, when it needs to be done and how one would go about doing it and turn it in to the District Manager or CEO.
Pages to are hidden for
"Store Manager Training Program v1"Please download to view full document