SmartStyle Hair Salon located inside Walmart near …...In 1922, Paul and Florence Kunin opened Kunin Beauty Salon, which quickly expanded into a chain of value-priced salons located

2017

OPERATIONS MANUAL BOOK FOUR

LEADING YOUR TEAM

Copyright 2017, Regis Corporation. All rights reserved. This publication may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without the prior written permission of Regis Corporation, 7201 Metro Boulevard, Minneapolis, Minnesota 55439.

2 BOOK FOUR – LEADING YOUR TEAM

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BOOK FOUR – LEADING YOUR TEAM 3

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CONTENTS HISTORY OF SMARTSTYLE ................................................................................................... 7

OVERVIEW OF THE OPERATIONS SYSTEM ........................................................................ 8

OVERVIEW OF BOOK FOUR .................................................................................................. 9

SECTION A: RECRUITING ............................................................................ 11

RECRUITING OVERVIEW .................................................................................................... 13

RECRUITING BENEFITS ...................................................................................................... 14

WHO ARE THE APPLICANTS? ............................................................................................. 15

HIRING GUIDELINE ............................................................................................................ 16

REGIS BRANDS ......................................................................................................................17

RECRUITMENT PLANNING ................................................................................................ 18

RECRUITMENT PLANNING WORKSHEET ................................................................. 19

RECRUITING FOR YOUR NEW SALON .............................................................................. 20

BEAUTY SCHOOL ................................................................................................................. 21

WORD OF MOUTH ................................................................................................................ 22

EVENTS .................................................................................................................................. 23

DIGITAL ................................................................................................................................. 23

PRINT ..................................................................................................................................... 24

RECRUITING RECOMMENDATIONS ................................................................................. 25

SECTION B: INTERVIEWING & HIRING ....................................................... 27

INTERVIEWING OVERVIEW ............................................................................................... 29

JOB DESCRIPTIONS ............................................................................................................. 30

REVIEWING THE APPLICATION ........................................................................................ 31

ANTI-DISCRIMINATION GUIDELINES FOR INTERVIEWING ........................................ 32

EMPLOYEE & MANAGER SELECTION CRITERIA ............................................................. 36

RECEPTIONIST SELECTION CRITERIA ............................................................................. 37

MANAGEMENT TEAM SPECIFIC SELECTION CRITERIA ................................................ 38

INTERVIEW CUE CARDS ..................................................................................................... 39

SAMPLE INTERVIEW OUTLINE ......................................................................................... 42

TALK ABOUT YOUR SALON .......................................................................................... 45

CHECKING REFERENCES ................................................................................................... 47

MAKE THE OFFER ................................................................................................................ 48

INTERVIEWING TIPS ........................................................................................................... 49


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SECTION C: ONBOARDING ........................................................................... 51

NEW EMPLOYEE ONBOARDING ........................................................................................ 53

NEW RECEPTIONIST ONBOARDING SAMPLE ........................................................... 54

NEW EMPLOYEE ONBOARDING SAMPLE .................................................................. 56

NEW SALON MANAGER ONBOARDING SAMPLE ...................................................... 59

SECTION D: MANAGER & STYLIST EDUCATION ......................................... 61

TECHNICAL EDUCATION OVERVIEW ............................................................................... 63

CLASS OFFERINGS ............................................................................................................... 64

FIRST SALON OPENING TRAINING (FSO) .................................................................... 64

A-LA-CARTE EDUCATION SESSIONS ................................................................................. 65

WOMEN’S CLASSIC SHAPES ......................................................................................... 66

MEN’S CLASSIC SHAPES ............................................................................................... 67

WOMEN’S TREND ..........................................................................................................68

MEN’S TREND ................................................................................................................ 69

CONSULTATION/SHAMPOO EXPERIENCE ............................................................... 70

TREATMENTS ................................................................................................................ 71

STYLING & FINISHING .................................................................................................. 72

UP-STYLES ...................................................................................................................... 73

NATURAL HAIR STYLING ............................................................................................. 74

WAXING .......................................................................................................................... 75

COLOR THEORY ............................................................................................................. 76

RELAXER THEORY ........................................................................................................ 76

WAVE & TEXTURE (PERM) THEORY ........................................................................... 77

SMOOTHING THEORY .................................................................................................. 77

COLOR HANDS-ON ........................................................................................................ 78

RELAXER HANDS-ON .................................................................................................. 80

WAVE & TEXTURE (PERM) HANDS-ON ...................................................................... 81

SMOOTHING HANDS-ON ............................................................................................. 82

A-LA-CARTE EDUCATION CLASSES ................................................................................... 83

SMARTSTYLE APPROVED PRODUCTS FOR SERVICES ....................................................84

EDUCATION GLOSSARY ...................................................................................................... 85

FAQS .......................................................................................................................................86

SECTION E: STAFF DEVELOPMENT ............................................................ 87


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EMPLOYEE DEVELOPMENT OVERVIEW .......................................................................... 89

JOB DESCRIPTIONS ............................................................................................................. 90

MANAGEMENT TEAM RECOMMENDATIONS .................................................................. 91

MANAGEMENT TEAM MEETINGS ..................................................................................... 92

MANAGEMENT TEAM ASSESSMENT MATRIX ................................................................. 94

ON-GOING EDUCATION ...................................................................................................... 98

SECTION F: RETENTION ............................................................................. 99

RETAINING YOUR EMPLOYEES ........................................................................................101

SECTION G: COACHING NON-PERFORMANCE .......................................... 105

COACHING NON-PERFORMANCE OVERVIEW .............................................................. 107

DOCUMENTATION ............................................................................................................. 109

EMPLOYMENT SEPARATION ............................................................................................ 111

EMPLOYMENT SEPARATION STEPS .......................................................................... 112

PRESENTING A SEPARATION FORM ......................................................................... 113

UNEMPLOYMENT COMPENSATION ................................................................................ 114

SECTION H: PERFORMANCE REVIEWS ...................................................... 115

PERFORMANCE REVIEWS OVERVIEW ............................................................................ 117

PERFORMANCE GOALS AND REVIEW TOPICS ............................................................... 119

PERFORMANCE REVIEW PROCESS ................................................................................. 120

IMPORTANT THINGS TO REMEMBER ............................................................................ 122

SAMPLE OPEN-ENDED QUESTIONS ......................................................................... 123

SECTION I: APPENDIX ............................................................................... 125

USE OF FORMS ................................................................................................................... 127

JOB DESCRIPTIONS ........................................................................................................... 128

RECEPTIONIST JOB DESCRIPTION .......................................................................... 128

STYLIST JOB DESCRIPTION ....................................................................................... 129

ASSISTANT/SHIFT MANAGER PERFORMANCE GUIDELINES .............................. 130

MANAGER JOB DESCRIPTION .................................................................................... 131

PERFORMANCE GUIDELINES .......................................................................................... 132

RECEPTIONIST PERFORMANCE GUIDELINES ....................................................... 132

STYLIST PERFORMANCE GUIDELINES .................................................................... 135

ASSISTANT/SHIFT MANAGER PERFORMANCE GUIDELINES .............................. 138

MANAGER PERFORMANCE GUIDELINES ............................................................... 140


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APPLICATION FOR EMPLOYMENT .................................................................................. 145

INTERVIEWING .................................................................................................................. 148

INTERVIEW CHECKLIST ............................................................................................ 148

INTERVIEW QUESTIONS ............................................................................................ 150

PERFORMANCE DOCUMENTS ......................................................................................... 152

RECEPTIONIST SELF-EVALUATION ......................................................................... 152

STYLIST SELF EVALUATION ...................................................................................... 155

ASSISTANT/SHIFT MANAGER SELF-EVALUATION ................................................ 159

MANAGER SELF-EVALUATION ................................................................................. 162

PERFORMANCE REVIEW ........................................................................................... 167

DOCUMENTATION FORM .......................................................................................... 169

SEPARATION FORM .................................................................................................... 170

EXIT INTERVIEW.......................................................................................................... 171


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HISTORY OF SMARTSTYLE In 1922, Paul and Florence Kunin opened Kunin Beauty Salon, which quickly expanded into a chain of value-priced salons located in department stores. Their son Myron bought the chain in 1958 and changed the company name to Regis. Myron saw the retail trend move toward the convenience of mall shopping and began to move the salons out of department stores to freestanding operations in enclosed shopping malls.

In May 1996, Regis created a fifth area of operation with the purchase of 154 National Hair Care Centers LLC salons operating in Walmart Supercenters.

In 1998 Regis rebranded National Hair Care to SmartStyle.

By 2003 there were over 1000 SmartStyle locations and today there are over 2600 locations within Walmart Supercenters.

Today, Regis Corporation is a leader in beauty salons and cosmetology education. The company owns, franchises, or holds ownership interests in nearly 9,000 worldwide locations.


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OVERVIEW OF THE OPERATIONS SYSTEM Following is a brief description of the purpose and content of each book.

BOOK ONE - OPENING YOUR SALON

The purpose of Book One is to provide franchisees with recommendations for selecting, constructing, and preparing the salon for opening day. The book contains information on Real Estate, Construction, Pre-Opening Operations, Franchise Product Sales, Marketing, and Grand Opening.

BOOK TWO - MANAGING YOUR FINANCES

The purpose of Book Two is to provide franchisees with a recommended system of monitoring and controlling the financial flow of their salon. The book contains information on Accounting, Accounts Receivable, and Compensation & Benefits.

BOOK THREE - MANAGING YOUR SALON

The purpose of Book Three is to provide franchisees with recommendations on how to manage their salon on a daily basis. The book contains information on Guest Experience, Daily Operations, Asset Protection, Sanitation, Scheduling, Service Menu, Inventory, Franchise Product Sales Programs, and Goal Setting.

BOOK FOUR – LEADING YOUR TEAM

The purpose of Book Four is to provide franchisees with recommendations for leading and developing a successful team. The book contains information on Recruiting, Interviewing and Hiring, Onboarding, Education, Employee Development, Retention, and Coaching Non-Performance and Performance Reviews.


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OVERVIEW OF BOOK FOUR PURPOSE

Book Four is designed to provide franchisees and managers with guidelines for leading and developing a successful team.

OBJECTIVES

After reading this manual, franchisees and managers should understand how to:

• Recruit successfully for the salon

• Effectively prepare for the interviewing and hiring process

• Onboard new employees

• Understand the SmartStyle education process

• Develop current employees in the salon

• Retain employees

• Understand how to coach non-performance issues in the salon

• Plan for employee performance reviews


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The Operations Manual contains information and recommendations intended to help you successfully open and operate your franchised store in compliance with the system, brand, and your Franchise Agreement. Your Franchise Agreement is the complete statement of your rights and obligations in the operation of your store. In the event of a conflict between the Operations Manual and your Franchise Agreement, your Franchise Agreement controls.

SECTION A: RECRUITING


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THE INFORMATION AND MATERIALS PROVIDED IN THIS SECTION ARE PROVIDED ONLY AS SUGGESTIONS AND ARE NOT REQUIRED. YOU ARE THE EMPLOYER OF THE EMPLOYEES AT YOUR SALON AND SHOULD USE YOUR OWN JUDGMENT IN IMPLEMENTING INTERVIEWING AND HIRING PROCEDURES FOR YOU SALON. NEITHER SMARTSTYLE NOR REGIS IS THE EMPLOYER OF EMPLOYEES AT YOUR SALON, AND NEITHER ENGAGES IN, OR HAS OR RESERVES THE RIGHT TO EXERCISE ANY DIRECT OR INDIRECT CONTROL OVER, ANY EMPLOYER-TYPE ACTIVITIES FOR WHICH YOU ARE REPONSIBLE, SUCH AS EMPLOYEE SELECTION, PROMOTION, TERMINATION, HOURS WORKED, RATES OF PAY, OTHER BENEFITS, WORK ASSIGNED, DISCIPLINE, ADJUSTMENT OF GRIEVANCES AND COMPLAINTS, AND WORKING CONDITIONS.

IT MAY BE ADVANTAGEOUS TO TALK TO YOUR ATTORNEY AND OTHER ADVISORS AND GET THEIR INPUT BEFORE IMPLEMENTING ANY INTERVIEWING AND HIRING PROCEDURES. YOU ALSO MAY CONSIDER CONTACTING LOCAL, STATE, AND FEDERAL LABOR REGULATORY AGENCIES TO ENSURE THE APPROPRIATE LAWS ARE BEING FOLLOWED.


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RECRUITING OVERVIEW Effectively recruiting to find potential high-quality candidates for employment in the salon is the first step in building your team. Attracting and keeping qualified, high-quality stylists needs a well-thought-out strategy of creatively marketing and presenting the SmartStyle brand to stylists. There are two types of strategies to keep in mind:

1. Creating specific efforts geared toward fulfilling immediate needs.

2. Creating an overall plan aimed at developing a pool of suitable candidates who can be called as needs arise.

We must deal with some realities in our industry if we want to be successful, such as:

• SmartStyle isn’t the only salon in town.

• There are more positions available than there are stylists to fill them.

• There is no “silver bullet” solution.

• Recruiting must be a daily business activity.

Industry studies show that today’s stylists stay with a salon an average of two years and then move on. Some stay longer, but it’s not unusual for a stylist to stay only a few months.

Recruitment and retention are on-going processes for the SmartStyle franchisee and manager and can be challenging at times. Turnover at the salon level can be due to a number of factors and is an expected part of your business. However, retention can be high and recruitment needs may be minimal if attention is paid to creating a positive environment in your salon.

Positive employee perceptions of management are also crucial. Commitment to employee development and professional goals affects employee loyalty as does the perception that management is fair and even-handed. Salons must be well-run, clean, friendly, and upbeat.

RECRUITING AND HIRING ARE NOT THE SAME

• Recruiting means reaching out and keeping in touch with potential employees. It also means always having a large applicant pool to draw from quickly and effectively to meet the needs of your guests.

• Hiring means selecting the best and most highly qualified candidates to become part of your team.

When it comes to recruiting, many franchisees and managers are reactive; they wait until there is an empty chair. To keep your competitive edge, we recommend that you are proactive, constantly recruiting talent before there is an empty chair. Empty chairs equal unhappy guests who wait longer or eventually leave the salon before their service is complete. This in turn, creates lost revenue.


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RECRUITING BENEFITS Panic recruiting usually means hasty hiring decisions that often don’t work out. This can lead to even more turnover and lost revenue. Investing in a proactive recruiting program results in:

• Higher quality applicant pool

• Better hiring decisions

• Reduced employee turnover

• Lower overall recruiting costs

• A larger pool from which you can develop future managers

It takes work to reap all of these benefits. It’s up to you to recruit, select, and retain the best stylists. Selecting the best applicants increases your chances of retaining them.


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WHO ARE THE APPLICANTS?

The following is a list of stylists who succeed at SmartStyle and are best suited for your salon(s):

Each type of stylist responds to different messages when being recruited. By knowing how to approach each type of stylist, your recruitment and retention efforts can significantly improve.

NOTE: Refer to your New Salon Timeline and Checklist on the Franchise Resource Center (FRC) for recommendations on the actual timing of placing your employment ads and recruitment process when opening a new location.

WHO IS THE STYLIST? WHAT IS THE STYLIST LOOKING FOR?

Newly-licensed

or

Experienced but returning after some time away from the industry

• Benefits

• Training

• Guaranteed guests

• Guaranteed pay

Experienced, middle-of-career • A change of environment

or

• A no hassle environment and teamwork

Experienced, later-in-career stylist • Advancement

• Styling opportunities

Part-time stylist • Flexible

• Shorter hours


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HIRING GUIDELINE It is an ethical guideline of all Regis salon concepts, company, and franchises not to recruit employees currently employed by any Regis brand salon. This guideline will help foster positive relations between all concepts.

The specific points of the guideline are as follows:

• Recruiting of salon personnel currently employed at another Regis salon concept (corporate or franchise) is prohibited.

• Visiting other salon concepts should be avoided. Even a friendly visit can be misunderstood and perceived as a recruiting mission. If a salon visit is necessary, the visitor should contact the franchisee or Regis Regional Director to coordinate.

When a SmartStyle employee requests to be hired by another SmartStyle salon, the franchisee or the Regis Regional Director of the current salon of employment should be contacted to confirm agreement regarding the applicant.

Inform the applicant that both salon franchisees (and corporate personnel if transferring between franchise and corporate salons) need to speak and agree to the decision. This is critical in ensuring positive relations between franchisees and corporate leaders.

NOTE: To assist you in adhering to this guideline, a list of current Regis brands is noted on the next page.


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REGIS BRANDS

• Beauty Bar

• Beauty Supply Outlet

• Beauty Unlimited

• Best Cuts

• BoRics Hair Care

• Carlton Hair

• Chicago Hair

• City Looks Salons

• Cool Cuts 4 Kids

• Cost Cutters

• Famous Hair

• Fiesta Salons

• First Choice Haircutters

• Great Expectations

• Hair By Stewarts

• Hair Excitement

• Hair Plus

• Hair Inc.

• Hair Plus

• Haircrafters

• HairMasters

• Head Start Hair Care

• Hennessey Salon & Spa

• Holiday Hair

• Image Hair Design

• Island Haircutting

• Jean Louis David

• Magicuts

• MasterCuts

• Mia & Max Hair Studio

• Michael of the Carlyle

• Mitchell’s Hairstyling

• Outlooks for Hair

• Panopoulos

• Pro-Cuts

• ProCuts

• Progressions Salon

• Regis Salon

• Regis Signature Salon

• Renee Beauty

• Roosters

• Sassoon Salon

• Saturday’s Hair Salon

• Sensations

• SmartStyle

• Style America Hair Care

• Supercuts

• TGF Hair Salon

• Twin Scissors

• We Care Hair


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RECRUITMENT PLANNING Before you beginning recruiting, it’s important to take a look at who you need to hire in your salon. The Recruitment Planning Worksheet found on the next page can help you identify the hiring needs in your salon.


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RECRUITMENT PLANNING WORKSHEET

Business: What does your business need to be successful? How many stylists do you need? (Circle one)

1 2 3 4 5 6 7 8+ What hours do you need to fill? Sunday: Wednesday: Saturday: Monday: Thursday: Tuesday: Friday: How can you help your stylists understand and make more money on their pay plan?

Team: Assess your team and find out who’s missing Flexible

Schedule

Great

Good

Needs Improvement

Accountable

Great

Good

Needs Improvement

Inspiring

Great

Good

Needs Improvement

Respectful

Great

Good

Needs Improvement

Moments of Truth

Great

Good

Needs Improvement

Technical

Great

Good

Needs Improvement

Guest Retention

Great

Good

Needs Improvement

Notes:

What additional technical skills do you need to bring to the team (what is missing)?

What’s going well with your team? What needs to improve with your team?

What do you expect out of your next hire?


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RECRUITING FOR YOUR NEW SALON As you develop and execute your recruiting plan, there are many different channels you can use to go about attracting new stylists. The chart below outlines the most successful ways to recruit:

NOTE: The above are only recommendations. Franchisees are solely responsible for recruiting, hiring, and other employment practices for their employees. Use your own judgment about what is right for your business.


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BEAUTY SCHOOL The recommendations below can be used to assist you in creating positive relationships with the beauty schools in your area and maintaining those relationships. There are additional tools and materials available on the Franchise Resource Center (FRC).

GETTING STARTED

• Identify which beauty schools are near you.

• Contact the administrator of the beauty school.

• Introduce yourself and the purpose of the call or visit.

• Set up a personal meeting with the administrator.

AT THE MEETING – YOUR INTRODUCTION

• Thank the administrator for meeting with you.

• Bring a welcome gift (cookies, candy, or a branded item).

• Explain who you are and discuss SmartStyle.

• Talk about what your future plans are for the market.

• Explain what you are looking for in an employee.

• Discuss opportunities for growth that employees have with the SmartStyle brand.

AT THE MEETING: FACT FINDING – WHAT TO ASK

• How many students are currently enrolled and how many students graduate each year?

• Does the school have post-graduation communication with graduates? Do graduates come back to the school for job leads?

• Does the school offer job fairs, recruitment days, interview days, and/or job shadowing opportunities for their students?

• How can you partner with the school?

• Does the school offer an opportunity to make presentations to the students?

o If yes, ask to get on the schedule and explain the various programs you can offer.

• Is there an advisory board and how you can become involved?

o Obtain dates for advisory board meetings.


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THE DAY AFTER THE MEETING

• Consider sending a thank you note to the school contact for the time that was spent with you.

• Confirm the plans for a presentation to the students.

• Confirm the date of the first advisory board session you will attend.

PRESENTATION IDEAS

• Introduction to SmartStyle

• Technical and Clipper Demonstrations

• Hair Color Quick Tips

• Current Trends

• Finishing Techniques

• How to Interview

• Communication Styles

• Finance

• How to Make Money

• Creating a Vision

• Dress Your Best

WORD OF MOUTH You may find some great stylists just by telling people that you are hiring.

• Consider offering a referral bonus to your existing stylists to encourage them to tell their stylist friends to come to work for you.

• You may also want to offer promotion incentives, such as giving your stylists a gift card, if they post to their social media sites that you are looking for stylists.

NOTE: We recommend creating a social media policy for your employees so they know what is acceptable to post on their social media sites.


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EVENTS Consider participating in school job fairs to create relationships with the staff as well as the students. You may also want to set up an open house or fun event in your salon to show potential candidates what it’s like to work in your salon.

We also suggest getting involved with your community by attending events.

DIGITAL As technology continues to evolve, it is recommended that you take advantage of the many different ways there are to digitally recruit. By being active on social media you are able to promote your brand, generate leads, tap into an extensive network, and help your salon(s) find top talent. Social media is easy to access anywhere at any time. LinkedIn states that over 50% of their users view the site via their mobile device.

Consider using your own social media sites to recruit:

• Facebook

• Twitter

• Instagram

• LinkedIn

Take advantage of the many online job posting sites. Some of these sites offer free job postings, while others offer paid placement. A few of these listed below also offer “sponsored” job postings which enable you to reach the right candidates faster and with less effort:

• LinkedIn

• Indeed

• Glassdoor

• Craigslist

• Behind the Chair

• BeautyCareer.com

Consider sending out email blasts to perspective stylists by obtaining a list of all licensed cosmetologists in your area.


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PRINT There are also more traditional ways of recruiting that have proven to be successful such as the following:

• Direct mail – the Imagine site on the FRC has many sample recruiting postcards you can customize to send out via the mail.

• Ads – when writing your ad, you may want to keep the following in mind:

o Grab the reader’s attention.

o Provide details about the job and location.

o Make it short and to the point (50% of applicants apply on their mobile device).

o Make it visually branded, if possible.

Be sure to direct candidates how to apply by providing your contact information or a link to the job postings on www.smartstyle.com. Consider posting in-salon collateral before your salon opens. You can order “Now Hiring” signs through Franchise Product Sales.


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RECRUITING RECOMMENDATIONS As mentioned before, there is no silver bullet or magic recruiting solution. However, those who use the following guidelines have proven to have continuous success in hiring and retaining superior teams in their organizations. The key is continuous effort.

1. Run a good salon.

• Maintain a clean and professional salon atmosphere at all times.

• Promote positive employee relations.

• Handle all applicants in a professional and friendly manner.

• Develop management and leadership skills; attend management/training programs.

• Have an application process and phone confirmation process in place.

2. Establish and maintain great beauty school relationships. See page 21 for more detailed information.

• Review the Beauty School Relationship Building materials found on the FRC.

• Support the cosmetology industry by promoting cosmetology as a career.

3. Get involved with industry events.

• Attend and participate in beauty school career days, graduation days, and school competitions.

• Attend and participate in regional, state, and local trade shows.

• Become an associate member of the State Beauty School Owner’s Association.

• Sponsor an instructor to attend CEA convention (Cosmetology Educators of America).

4. Promote cosmetology as a career.

• SmartStyle has created materials to promote careers in cosmetology:

o Posters, flyers, and postcards - download and print from the Imagine website.

5. Champion effective stylist marketing strategies.

• Send postcards to licensed stylists (and in some cases barbers) and former employees who left on good terms.

• Offer an open house at least once each quarter; invite local stylists, beauty school students, instructors and owners, and high school seniors.

• Offer technical seminars at your salon(s); invite local stylists, beauty school students, instructors, and owners.

• Offer students a complimentary service to truly experience the SmartStyle system.


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6. Offer a referral bonus and/or a sign-on bonus.

• Offer incentives such as cash or equipment to salon employees.

• Consider offering market-wide referral bonuses.

7. Be proactive.

• Why wait for a recruiting problem or a silver bullet? Don’t expect an easy answer. Implement effective tools and programs now.


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SECTION B: INTERVIEWING & HIRING


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IT MAY BE ADVANTAGEOUS TO TALK TO YOUR ATTORNEY AND OTHER ADVISORS AND GET THEIR INPUT BEFORE IMPLEMENTING ANY INTERVIEWING AND HIRING PROCEDURES. YOU ALSO MAY CONSIDER CONTACTING LOCAL, STATE AND FEDERAL LABOR REGULATORY AGENCIES TO ENSURE THE APPROPRIATE LAWS ARE BEING FOLLOWED.


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INTERVIEWING OVERVIEW A well-conducted interview results in successful hiring. Every interview should result in enough knowledge about each applicant to determine the best candidate for the position.

To determine the best candidate, you must first have a clear picture of the qualities and skills that are needed in order to fulfill the position’s requirements. A sample description of each position’s job function can be found in the Appendix section of this book. The manager also may consider reviewing the following information throughout the rest of this section:

• Job Descriptions

• Reviewing the Employment Application - What to Look For

• Antidiscrimination Guidelines

• Employment Selection Criteria

• Interview Cue Cards

• Sample Interview Outline

• Close the Interview

• Check References

• Hire the Candidate

• Interview Tips

• Rehiring

• New Employee Onboarding


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JOB DESCRIPTIONS We recommend reviewing the job descriptions prior to the interview so you are able to clearly explain to candidates the expectations and skills needed to be successful in the job.

A sample of employee job descriptions for the receptionist, stylist, management team (shift/assistant manager), and salon manager can be found in the Appendix section of this book.


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REVIEWING THE APPLICATION It is a best practice to review an applicant’s application in detail before the actual interview. Do this without making assumptions about the applicant based solely on his or her application. The purpose of this review is to ask yourself the following questions, and then use the answers as points for discussion in the actual interview (a sample application is included in the Appendix).

WHAT TO LOOK FOR

Is the applicant looking for full-time or part-time work?

Can the applicant meet the salon’s scheduling needs?

Has the applicant ever worked at SmartStyle, or any other Regis brand salon?

Does the applicant have a valid state Cosmetology or Barber License?

What are the reasons for leaving previous employment, if applicable?

What does the previous employment record reveal?

Is this the applicant’s first job?

If not, what was the length of employment at each previous job?

What was the applicant’s starting/ending pay?

Did the applicant receive raises?

Can you contact previous employer for references?

Is the application complete?


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ANTI-DISCRIMINATION GUIDELINES FOR INTERVIEWING Become familiar with the anti-discrimination guidelines, on pages 33-35, before you begin to interview. This information will help you to distinguish legal from illegal questions. Read this information carefully and consult your attorney with questions. Any questions not job-related may be unlawful if the information obtained is used in a discriminating manner, which would be difficult to prove otherwise.


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SUBJECT WHAT TO ASK DO NOT ASK

SEX None Are you male or female? What are the names and

relationships of the persons living with you? What is your sexual orientation? Are you

gay?

RESIDENCE What is your present address?

Do you own or rent? Give the names and relationships of persons residing with you.

RACE / COLOR / NATIONAL ORIGIN

None What is your race? What color is your hair, eyes, or skin? What is your ancestry, national origin, descent, or nationality? What is your native language? What is the nationality of your parents

and/or spouse?

AGE If hired, can you provide proof that you are at least 18

years of age?

What is your date of birth? How old are you?

MARITAL / FAMILY STATUS

None

(An employer may ask if candidates have commitments or

responsibilities preventing them from meeting

attendance requirements, or if they anticipate any lengthy

work absences. You must then ask all candidates this

question.)

What is your marital status? What is your spouse’s name? How many children do you

have? Are you pregnant? Do you plan to have children?

What day care provision have you made for your children?

ARRESTS AND CONVICTIONS

During the past seven years, have you been convicted of a

crime, misdemeanor or felony? You may not deny employment based on a conviction not related to

work, i.e., DUI.

Have you ever been arrested? Have you ever been charged with a crime? (You may ask about convictions, but not

arrests.)


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RELIGION None (If you wish to know if an applicant is available to work a Saturday or Sunday

shift, ask: “Are you available to work on Saturdays or

Sundays if needed?” Make sure you ask this of all

applicants.)

What is your religious affiliation or denomination? What church do you belong to? What is the name of your pastor, minister,

or rabbi? What religious holidays do you observe?

DISABILITIES Are you capable of performing the essential

functions of this position with or without reasonable

accommodations?

Are you disabled or handicapped?

CITIZENSHIP Can you, upon an offer of employment, submit

verification of your legal right to work in the United States?

Of what country are you a citizen? Are you or other members of your family

naturalized citizens? If so, when did you or they become a

naturalized citizen? Attach a copy of your naturalization papers to your application.

APPEARANCE None How much do you weigh? How tall are you?

(Also, do not ask for a photo.)

TRANSPORTATION Your hours may fluctuate from ____ to ____. Does this schedule present any

problem for you to arrive to work on time every day?

Do you own a car? Is it reliable?

HEALTH INSURANCE

We offer our employees a range of health benefits.

Do you have health insurance?

EDUCATION / EXPERIENCE

What is your education and experience within this

profession?

What year did you graduate from school?


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MILITARY EXPERIENCE

Were you ever in the Armed Services of the U.S.? (Any

questions about an applicant’s military

experience must relate to the job applied for.)

What type of discharge did you receive from the military?

NOTICE IN CASE OF EMERGENCY

Whom may we contact in case of emergency?

This is ONLY asked AFTER HIRED.

What is the relationship between you and your

emergency contact person?


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EMPLOYEE & MANAGER SELECTION CRITERIA Selecting the best candidate for a position is an important process. The following criteria are intended to be used as guidelines and are not required in making your final choice to fill a position.

PROFESSIONAL APPEARANCE

• Hair, makeup and clothing reflects the hair industry

FLEXIBILITY AND AVAILABILITY

• Ability to work mornings, evenings and weekends • Walmart is open 10 hours per day, so look for flexibility

COMMUNICATION SKILLS

• Displays friendly attitude and smiles • Uses open body language • Ability to speak to guests • Has great listening skills • Able to talk with Walmart guests in the leaseline • Able to build relationships with Walmart Associates and guests

RELIABILITY

• Arrives on time for interview (If applicant is late, chances are performance will not be any better on the job)

TECHNICAL SKILLS

• Shows confidence • Has all skills need to work in full service salon

STATE COSMETOLOGY OR BARBER’S LICENSE

• Has a current stat Cosmetology or Barber’s License, depending on which applies.


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RECEPTIONIST SELECTION CRITERIA OUTGOING, ANIMATED, AND CONFIDENT PERSONALITY

• Displays a warm and friendly personality • Enjoys working with people • Displays confidence • Is outgoing and animated

PLEASANT PHONE SKILLS

• Has a warm and friendly voice • Communicates effectively over the phone

ORGANIZATIONAL SKILLS

• Demonstrates organizational skills • Handles more than one task at a time

CASH MANAGEMENT ABILITY AND COMPUTER SKILLS

• Shows confidence using the computer • Has experience handling cash


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MANAGEMENT TEAM SPECIFIC SELECTION CRITERIA EFFECTIVE LEADERSHIP SKILLS

• Enjoys coaching and motivating stylists • Excellent communication skills • Creates a positive salon environment

PROFESSIONALISM

• Leads by example • Displays professionalism at all times

GUEST SERVICE

• Models exceptional guest service • Resolves guest complaints quickly


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INTERVIEW CUE CARDS These interview cue cards provide a synopsis of the sample interview outline on pages 42-44. They are intended as a guide and may be used in an interview to serve as a quick reminder about the direction and focus of the interview.

RECEPTIONIST INTERVIEW CUE CARD

Outline

• Break the ice

• Find out about the applicant – ask Moments of Truth questions

• Talk about your salon:

– Brand Promise

– Education

– Product sales

– Job description

– Hours / pay

– Evaluations

– Benefits

• Ask for questions

• Close the interview

Look for...

• Professional appearance and presence

• Flexibility and availability

• Great communication skills

• Reliability

• Outgoing, animated, and confident personality

• Pleasant phone manner

• Good organization skills

• Cash management ability

• Positive nonverbal body language


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STYLIST INTERVIEW CUE CARD

Outline

• Break the ice

• Find out about the applicant – Ask Moments of Truth questions


– Brand Promise

– Education

– Product sales

– Job description

– Hours / pay

– Evaluations

– Benefits



• Schedule a technical interview if applicable

Look for...



• Great communication skills

• Reliability

• State license

• Interest in specializing in haircutting and quick service color

• Confidence


• Comfortable working the leaseline


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MANAGER INTERVIEW CUE CARD

Outline

• Break the ice

• Find out about the applicant - Ask Moments of Truth questions & salon manager questions


– Brand Promise

– Education

– Product sales

– Job description

– Hours / pay

– Evaluations

– Benefits



• Schedule a technical interview, if applicable

Look for...



• Enjoys coaching and motivating others

• Great communication and leadership skills

• Reliability

• State license

• Interest in specializing in haircutting and color

• Cash management ability

• Confidence


• Comfortable working the leaseline


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SAMPLE INTERVIEW OUTLINE The sample interview outline follows the interview cue cards pictured on pages 39-41. Each step provides suggestions on how to execute the interview process.

INTRODUCTION AND BREAKING THE ICE

• Introduce yourself (name and title).

• Explain that the purpose of the interview is not to put them on the spot, but to provide information about your salon and answer any questions, as well as provide an opportunity to get to know one another.

• Find out how much the applicant already knows about your salon. You may want to ask three to five “getting to know you” questions.

• It’s a best practice to also ask the following “qualifying questions”.

QUALIFYING QUESTIONS

Do you have a valid Cosmetology License?

Is there anything that would prevent you from performing any of the duties we talked about?

Are you available to work a flexible schedule, including nights and weekends?

Are you comfortable with our service offerings (color, wax, perms, relaxers and product recommendations)?

GETTING TO KNOW YOU QUESTIONS

What prompted you to apply?

What do you know about us?

What is your your previous job history?

What were some of your responsibilities?

What was your last job and why did you leave?

What makes this career interesting for you?

What do you hope to be doing in five years?

What was the best-run salon you worked in?


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FIND OUT ABOUT THE APPLICANT This is the time to get to know the applicant in regards to the job. The interview is designed to help the applicant open up. It is also a time for you to find out what the applicant already knows about your salon.

• Avoid giving all the information about the job and your salon to an applicant at the front end of the interview. Instead, start by asking them questions. This will help to ensure the applicant is not just giving you the answers you want to hear.

• Ask the applicant any questions you may have based on their application.

• Learn how the applicant communicates and thinks through open-ended questions. You may want to ask three to five Moments of Truth questions from the list below.

NOTE: Remember, if you ask these questions to one candidate, you must ask these to all candidates in order to avoid a discrimination law suit.

MOMENTS OF TRUTH SERVICE EXPERIENCE QUESTIONS

Tell me about a time you had to bend the rules to satisfy a guest or help a co-worker in a salon.

Describe teamwork to me.

Describe excellent guest service to me.

Tell me about a service you had with one of your guests that you felt really good about.

Tell me about a service experience you had with one of your guests that you felt you could have improved upon.

At your previous job, whose responsibility was it to answer the phone? What did it sound like?

At your previous job, whose responsibility was it to greet guests? What did that look like?

Tell me about a time you thought of and implemented an idea that improved business in the salon where you worked.

Tell me how you’ve gone about recommending color to your guests in the past.

Have you noticed anything about how we run our salon that you like or dislike?

What product lines are you familiar with?

What do you talk about with your guests while cutting or shampooing?


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You may also want to ask three to five Moments of Truth scenarios to the candidate to get a feel how he or she would most likely respond in certain situations.

MOMENTS OF TRUTH SCENARIOS

A guest is in your chair, but is not sure of the style they are looking for. What do you do? What does the conversation sound like?

A guest comes in and has a hard time describing what they want, and you are unclear about what the guest is requesting. What do you do?

Pretend I am your next guest. How would you introduce yourself to me?

A guest is in your chair and is watching you as you cut his/her hair, but does not say anything. What do you do?

A guest comes in and requests a style that you don’t think will suit them? What do you say?

It is 1:30pm and you are hungry, have worked through without a break since 9am. There are two guests in the lobby and the next stylist doesn’t begin her shift until 2pm. What do you do?

A guest comes in and is very upset about a service they received yesterday. How do you respond?

There is a child in your chair that has been getting a haircut. The child starts to kick and scream. What do you do?

There has been a guest waiting in the lobby for half an hour. He is looking at you, pacing and looking at his watch. What do you do?

Pretend that you have cut my hair and are now ringing up the sale. What do you say before I leave?


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SALON MANAGER In addition to the Moments of Truth questions on the previous page, the following questions can be used as you interview manager candidates for your salon.

SALON MANAGER INTERVIEW QUESTIONS

Why you are interested in a manager position at SmartStyle?

What strengths would you bring to this position? What do you feel you could improve upon?

What is most important when hiring a stylist?

How would you handle a stylist who was consistently late for work?

How would you handle a guest who claims a hairstylist was rude?

What successful ideas would you implement to increase salon business?

Tell me about a time when you had to deal with a co-worker or manager with a negative attitude.

What would you do to help your stylists be successful?

Are you comfortable working the leaseline and training your people to?

TALK ABOUT YOUR SALON

EDUCATION PRODUCT SALES

Discuss product sales and product education. Professional consultation that leads to product sales is an expected part of the job at your salon. Guests want education and their hair to look its best, and products are necessary for the look they want.

HOURS

Explain the hours and schedule of the job and determine the applicant’s availability to work.

PAY

Explain the starting pay as a stylist and explain that they will be paid to attend training.

EVALUATIONS

Let the applicant know how raises/increases are obtained. During pre-training give them a copy of any job description you prepare, this will paint the picture of expectations and will leave nothing to surprise. Let them know that performance reviews will take place throughout the year.


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BENEFITS

Explain any benefits, such as health insurance, holiday pay, vacations, and any other benefits that are offered.

ASK FOR QUESTIONS

Ask the applicant if there are any additional questions.

CLOSE THE INTERVIEW

APPLICANTS YOU CHOOSE TO HIRE

If you think the applicant is a good fit for your salon, we recommend following these steps:

• Thank the candidate for coming in for an interview. • Determine the applicant’s motivation to work at your salon. Ask the applicant, “From

what you’ve heard so far, would you be interested in working at our salon?” If yes, ask why.

• Discuss the technical interview process and when that will take place. • Give the applicant your card with the salon phone number with direction to call if there

are any further questions (if applicable). • Let the candidate know when you will make your decision. • As you escort the applicant to the door, make introductions to other employees.

APPLICANTS YOU CHOOSE NOT TO HIRE

If you think the applicant is not suited to work in your salon, we recommend following these steps:

• Thank the candidate for coming in for an interview. • Tell the applicant, “I have a few more interviews to do. I will hire the best-qualified

person for the job. You will hear back from me regarding the job within a few days.” • Follow up with the applicant and let him/her know you have extended offers to other

candidates and his/her application will be kept on file for future openings (see sample letter to applicants you choose not to hire in the Appendix of this book).

NOTE: Treat all applicants with respect as you do not want to create bad feelings about your salon or company.

SCHEDULE A TECHNICAL INTERVIEW, IF POSSIBLE


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CHECKING REFERENCES Conducting a reference check may allow you to obtain important information from the employer’s point of view that you may not get from the interview with the applicant. Following are suggested questions to ask a previous supervisor.

NOTE: You may only check references if the applicant has given you permission to do so.

QUESTIONS TO CONSIDER ASKING FOR THE REFERENCE

• What dates was the applicant employed with you?

• What was the applicant’s job title?

• What were the applicant’s salon duties?

• How would you describe the applicant’s work ethic?

• What would you consider the applicant’s strong points?

• Given the opportunity, would you hire the applicant again?

• What kind of supervision did the applicant require?

• What concerns should I have about hiring the applicant?

GUIDELINES FOR PROVIDING REFERENCES FOR PREVIOUS EMPLOYEES If someone calls the manager for a reference check on one of your previous employees, consider the following recommendations, whichever applies:

• Your manager may check with his or her franchisee owner to determine if it is okay to answer any questions regarding a past employee’s reference. The manager may refer the caller to the appropriate person, or simply decline.

• If you allow the manager to give a reference check, only give the following information and decline answering any other questions asked as you would not want to risk litigation in a defamation suit:

o Yes, the applicant worked for you.

o Position held by employee in question.

o Start and end dates of employment.


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MAKE THE OFFER If the references are verified and you think the candidate will make a great employee in your salon, we recommend the following steps for hiring your new employee:

Extend an offer to the candidate. Make sure that the person understands all the terms and conditions of the job offer:

o Position o Salary o Starting date

Set up dates and times for onboarding.

NOTE: There is a sample Interview Checklist available in the Appendix of this book.


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INTERVIEWING TIPS LOCATION

The location of the interview should be private and free from interruptions.

TIMING

Interviews should be scheduled in a timely manner, often as soon as you receive the applications.

LEARN ABOUT THE APPLICANT FIRST, THEN GIVE DETAILS ABOUT SMARTSTYLE

Begin by asking open-ended questions of the applicant. If too much is revealed about how SmartStyle operates first, the applicant can tailor their responses to match SmartStyle needs. This can result in a less than true picture of the person's needs and values.

PAY ATTENTION TO NONVERBAL CUES

Interviews can frequently be uncomfortable for applicants and they may demonstrate this by fidgeting, squirming, etc. This sort of nonverbal behavior can be understood in the light of the interview setting. The manager should put the person at ease. A lack of eye contact throughout the interview, however, may indicate extreme discomfort with personal contact or lack of self-confidence, which would have a negative impact on guests.

ASK QUESTIONS THAT ELICIT MORE SPECIFIC INFORMATION

If applicants respond with comments that raise questions about their suitability for the job, you or your manager should inquire further to determine whether the suspicions are warranted. A negative comment or response may turn out to be unimportant. Keep in mind that the same questions should be asked to all applicants.

BE CLEAR ABOUT EXPECTATIONS

Expectations about the job are established at the interview. It’s important to set positive and clear expectations in the areas of appearance, hours, pay, and evaluations.

SET UP SECOND INTERVIEWS, IF NECESSARY

After two or three applicants are identified who seem to be equally qualified, it may be necessary to arrange for second interviews and/or technical interviews, perhaps with other members of the management team, or general manager, to determine the final person to hire.


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The Operations Manual contains information and recommendations intended to help you successfully open and operate your franchised salon in compliance with the system, brand, and, your Franchise Agreement. Your Franchise Agreement is the complete statement of your rights and obligations in the operation of your salon. In the event of a conflict between the Operations Manual and your Franchise Agreement, your Franchise Agreement controls.

SECTION C: ONBOARDING


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NEW EMPLOYEE ONBOARDING Now that you have hired an amazing stylist, we recommend you put them through an onboarding program so you set them up for success. Let your new hire know that you are excited to have them on your team! We highly recommend checking in with your new hire throughout the first week to ensure they are being set up for success and feel welcome in the salon. In many cases, the first day sets the tone for how the rest of their employment with you will feel. It’s important to introduce your new hire to everyone in the salon so they feel at ease with the salon team and comfortable with their surroundings.

What should be included in your onboarding for the new employee? It should cover all major topics of interest to the employee as well as items you feel are important to their success.

• Pay rates, pay periods, when pay is first received, deductions from pay, and how increases may be earned.

• Hours of work, lunch, breaks, and cleanup.

• Availability of overtime, special pay schedules (splits), and the coverage of extra shifts.

• Time reporting system, how to clock in and out.

• Procedures to follow when sick or late.

• Employee options under the company's benefit plan, such as insurance, health, dental, life, etc.

• Basic safety rules, procedures for reporting accidents and employee/company responsibilities under OSHA.

• A physical walk-through should include:

o Tour of the salon and surroundings, where to park, as well as places to eat that will make the first days easier.

o Introduction to the other employees.

o Station where they will be working.

o Back room, lockers, and restrooms.

o Location of First Aid kit.

o Police/emergency numbers.

o Employee phone list.

• SuperSalon POS training.


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NEW RECEPTIONIST ONBOARDING SAMPLE

DAY 1

INTRODUCTION

Explain how to clock in and clock out of the POS Review receptionist job description Complete all necessary paperwork (based on your state):

I-9 sections W-4 Payroll paperwork

Review Employee Handbook: Vacation / time off Late / absences Overtime / split shifts Benefits Housekeeping / cleaning duties

Review policy acknowledgements and policies and procedures of salon: Review the salon’s dress code Explain SmartStyle guarantee Personal check cashing policy if applicable Salon security Salon keys Handling a guest complaint

PAYROLL

Explain payroll Explain payroll schedule and paydays

TOUR OF THE SALON

Introduce the receptionist to the team Show where the towels, tools, and salon supplies are kept Show the back room Explain the color and product organization Show where the nearest bathroom is located Walk through the retail area and review product lines Explain where washer and dryer are and how the laundry is done Demonstrate how to properly answer the salon telephone

Employee Name: Hire Date:

Position: Training Start Date: BEFORE THE EMPLOYEE STARTS

Communicate to the receptionist the schedule for the first few weeks of employment. Add new employee to the POS system.


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SALON EXPECTATIONS

Cleaning duties and sanitizing Opening the salon Closing the salon Salon meetings Overview of stylist education at SmartStyle Review the salon’s operating hours Show the salon’s goals sheet Introduce Guest Service Notebook Explain the services offered and pricing in your salon

DAY 2

Have receptionist clock into POS Finish any tasks or answer questions from the day before Ensure the manager/management team member is working all scheduled

hours with the new receptionist during the first week POS procedures Add a new guest Check-in a guest Transfer a guest to waiting, servicing, and check-out Edit guest information Tender types Create notes Tracking “look-n-walks” Voided ticket procedures Refunds / redo tickets Gift cards Allow receptionist to welcome and check in guests and coach as

needed Observe the receptionist’s guest service skills Observe the receptionist ringing out a guest using POS

Ask your receptionist the following: Does the receptionist feel comfortable in your salon? Does the receptionist feel part of your team? Does the receptionist understand the salon goals? (Share your

observations on the receptionist’s guest service skills.) Create an action plan, if necessary.

Manager Signature: Date of Completion:


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NEW EMPLOYEE ONBOARDING SAMPLE

Employee Name: Hire Date:

Position: Training Start Date:

DAY 1: INTRODUCTION

Explain how to clock in and clock out of the POS Review stylist job description Post the stylist’s license in your salon Complete all necessary paperwork (based on your state):

I-9 sections W-4 Payroll paperwork

Review Employee Handbook: Vacation / time off Late / absences Overtime / split shifts Benefits Housekeeping / cleaning duties

Policy acknowledgements and policies and procedures of salon: Review the salon’s dress code Explain SmartStyle guarantee Personal check cashing policy if applicable Salon security Salon keys Handling a guest complaint

PAYROLL

Explain payroll Explain payroll schedule and paydays

BEFORE THE EMPLOYEE STARTS Communicate to the stylist the schedule for the first few weeks of employment. Add new employee to the POS system. Schedule technical training, if needed.


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TOUR OF THE SALON

Introduce the stylist to the team Show where the towels, tools, and salon supplies are kept Show the back room Explain the color and product organization Show where the nearest bathroom is located Walk through the retail area, review product lines Explain where washer and dryer are and how the laundry is done Demonstrate how to properly answer the salon telephone

SALON EXPECTATIONS

Cleaning duties and sanitizing Opening the salon Closing the salon Salon meetings Review the salon’s operating hours Show the salon’s goals sheet Introduce Guest Service Notebook Explain the services offered and pricing in your salon Ask if there are any services the stylist is not confident in performing - Coach

when necessary

DAY 2 Have stylist clock into POS. Finish any tasks or answer questions from the day before. Technical training, if applicable.


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Day 2+

Ensure the manager is working all scheduled hours with the new stylist(s) during the first week on the cutting floor after successfully completing technical training.

Schedule one opening shift and one closing shift. Rearrange the styling stations to have the new stylist’s station next to the

manager’s station. Set-up the stylist’s station. It should be closest to the manager’s station. POS procedures (may be completed before training):

Add a new guest Check-in a guest Transfer a guest to waiting, servicing, and check-out Edit guest information Tender types Create notes Tracking “look-n-walks” Voided ticket procedures Refunds / redo tickets Gift cards

Allow stylist to take guests and coach as needed. Observe the stylist’s guest service skills. Complete a Moments of Truth Checklist on at least one service. Coach when

appropriate. Observe stylist servicing guests and ringing out using POS. Ask your employee the following:

Does the stylist understand Moments of Truth? Does the stylist feel comfortable in your salon? Does the stylist feel part of your team? Does the stylist understand the salon goals? (Share your observations on

the stylist’s guest service skills.) Create an action plan, if necessary.

Manager Signature: Date of Completion:


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NEW SALON MANAGER ONBOARDING SAMPLE

The following are suggestions to consider in the onboarding of a new manager in addition to your New Employee Onboarding program. This list is not intended to be a comprehensive list, as your business will dictate additional training needed.

MANAGER JOB DESCRIPTION Review with manager so responsibilities are clear.

REVIEW YOUR EMPLOYEE HANDBOOK The manger should understand all aspects of the handbook to coach staff when

needed. SELF-STUDY PROGRAM: SO YOU WANNA BE A MANAGER?

This can be found on Franchise Resource Center. We suggest reviewing each chapter with the new manager as it provides an opportunity for good discussion and you will learn the employee’s strengths and opportunities. Introduction What is a Manager? Managing Self Managing Staff Managing Work Managing Situations

OPERATION MANUALS 3 & 4

These should be in your salon at all times. Print additional copies if needed from the Franchise Resource Center. We suggest the manager to review and label the sections that will be referred to

often: (i.e. Performance Reviews and Documentation, Scheduling, Daily Operations, Recruiting, Interviewing & Hiring, and Forms).

REVIEW ALL SYSTEMS YOU HAVE IN PLACE FOR THE FOLLOWING Daily operations Self- marketing Staff development

REVIEW POS REPORTS – VIEW SUPERSALON ELEARNING VIDEOS ON YOUTUBE

Coach on the recommended key POS reports you want the manager to access. Salon Dashboard 52-Week Report Production Report Schedule Forecasting Report, etc. Review SuperSalon videos on YouTube


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REVIEW VIDEOS

Vimeo site:

http://vimeopro.com/regiscorp/regis-corporation-franchise-salon-services

Password: regis

Videos: Brand Standards Creating Your Business Culture Effective Scheduling Employee Handbook Grassroots Marketing Interviewing & Hiring Recruiting Salon Focus Calendar

SITUATIONAL MANAGEMENT Attend when it is available in your market.

INVENTORY AND PLACING ORDERS How to take inventory in the salon How to place an order How to receive and stock and order

EDUCATION How to schedule training for new stylists

PERFORMANCE REVIEWS How to conduct a performance review with stylists When to conduct a performance review

NOTE: Frequent conversations/meetings with your new manager to coach and redirect. Support is key in this process as every manager’s learning curve will be unique to the individual.

http://vimeopro.com/regiscorp/regis-corporation-franchise-salon-services


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The Operations Manual contains information and recommendations intended to help you successfully open and operate your franchised salon in compliance with the system, brand, and, your Franchise Agreement. Your Franchise Agreement is the complete statement of your rights and obligations in the operation of your salon. In the event of a conflict between the Operations Manual and your Franchise Agreement, your Franchise Agreement controls.

SECTION D: MANAGER & STYLIST EDUCATION


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TECHNICAL EDUCATION OVERVIEW SmartStyle has a comprehensive training program for stylists that includes onboarding and ongoing education for stylists. Outlined below are the education responsibilities of the franchisee and also the SmartStyle education team.

FRANCHISEE RESPONSIBILITIES

• Request training dates for every salon through the SmartStyle Education Coordinators.

• Provide models for all stylists, with the assistance of the manager for training sessions.

• Ensure stylist participates to enhance technical skills and understand the guest expectations.

SMARTSTYLE EDUCATION RESPONSIBILITIES

• Schedule and coordinate an Artistic Director for necessary training.

• Validate stylists’ participation in the seminars.

• Provide on-going support to stylists and franchisees with SmartStyle training inquiries.


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CLASS OFFERINGS FIRST SALON OPENING TRAINING (FSO)

When a new salon opens we offer a 3-day course that is tailored to help the new salon succeed. Our FSO training is designed to support the Moments of Truth and Shampoo Experience throughout all three days.

Day 1:

9:00-12:00 The Bob with Long Interior Layer with diffused finish

12:200-12:30 Lunch

12:30-3:30 The Graduated A-line Bob with flat wrap style finish

Day 2:

9:00-12:00 The Pixie haircut

12:00-12:30 Lunch

12:30-3:30 Men’s Classic Shapes

Day 3:

9:00-12:00 Color Theory

12:00-12:30 Lunch

12:30-3:30 Models with Classic Haircut Shape and Color Services


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A-LA-CARTE EDUCATION SESSIONS Often, we hear that your stylists request more time with our educators and how they would like to hone specific technical skills. We also know our salons support stylists of all different skill sets and that the needs of these stylists vary. For these reasons we have created customizable a-la-carte education sessions.

These a-la-carte education sessions offer smaller group environments in which stylists can perfect specific services at a level that supports their needs as well as build upon the guest experience.

Included, you will find a menu and descriptions of the sessions available. This allows you to choose the best rotations for your teams. *All sessions are 3 hours long.

• Haircutting

o Women’s Classic Shapes

o Men’s Classic Shapes

o Women’s Trend

o Men’s Trend

• Consultation/Shampoo Experience – Upselling

• Styling

o Treatments

o Styling & Finishing

o Up-Style

o Natural Hair Styling

• Waxing

• Chemical Theory

o Color Theory

o Relaxer Theory

o Wave & Texture Theory

o Smoothing Theory

• Chemical Hands-on

o Color Hands-on

o Relaxer Hands-on

o Wave & Texture Hands-on

o Smoothing Hands-on


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WOMEN’S CLASSIC SHAPES

This session is designed for stylists who want to feel confident with designing and customizing the classic haircuts including the bob, layers, and short graduation.

• Educator reviews trends

• Foundation of Shape & Design

• Consultation

• Hands-on with Models

• Finishing (Importance of At Home Maintenance Products)

*Educator will send visuals of the Haircut for the appropriate session.

Tools Needed:

• Shears

• Razor

• Spray Bottle

• Vent or Denman Brush

• Flat Iron

• Cutting Combs

• Duck Bill Clips

• Blow Dryer with Concentrator

• Medium and Large Round Brushes

Models: Please consult with your Artistic Director in regards to model requirement.


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MEN’S CLASSIC SHAPES

This session is designed for stylists who want to increase their skill set and boost their confidence in clipper cutting. This session is hands-on, so models are an essential part of this session. There will be a focus on traditional and modern techniques such as understanding the role of the head shape, tapering, blending, and proper use of tools.


• Foundation of Shape & Design

• Consultation



*Educator will send visuals of the Haircut for the appropriate session.

Tools Needed:

• Shears

• Trimmers

• Cutting Comb

• Taper Comb

• Spray Bottle

• Clippers with Guards

• Razor with Guard

• Clipper Comb

• Duck Bill Clips

• Head Sheets



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WOMEN’S TREND

This session is designed for stylists who want to advance and feel confident in designing and customizing the newest trends in haircutting. Educator reviews trends.



• Consultation


*Educator will send visuals of the Trend Haircut for the appropriate session.

Tools Needed:

• Shears

• Razor

• Spray Bottle

• Vent or Denman Brush

• Flat Iron (optional)

• Cutting Combs

• Six Section Clips (Duck Bill Types)


• Medium and Large Round Brushes



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MEN’S TREND This session is designed for stylists who want to be on the forefront of men’s haircutting trends. Models will be essential to this class. There will be a focus on current and future trends including proper form and technique as well as tips and tricks to achieve modern styles. Educator reviews trends.


• Consultation




Tools Needed:

• Shears

• Trimmers

• Cutting Comb

• Taper Comb

• Spray Bottle

• Clippers with Guards

• Razor with Guard

• Clipper Comb

• Duck Bill Clips



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CONSULTATION/SHAMPOO EXPERIENCE This session is designed to walk you through how to deliver the perfect consultation, shampoo service, and tips on up-selling services during the consultation. Educator reviews trends.

• Consultation

• Shampoo Techniques/Turban Wrap

• Product/Tool Knowledge


• Styling/Finishing

Tools Needed:

• Blow Dryer



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TREATMENTS This session takes us through procedures, application, and features and benefits of in-salon treatments. It will include exercises that assist you in how to market your products to your guests. Educator reviews trends.

• Consultation


• Styling & Finishing (Importance of At Home Maintenance Products)


Tools Needed:

• Blow Dryer

• Processing Caps

• Cotton

• Hood Dryer

• Styling Brushes

• Guest Profile Card

• Clarifying Shampoo

• Timer



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STYLING & FINISHING This session works with the focus on how to style and finish hair with the artistic ability of a true professional Consultation.

• Consultation

• How to Use Assorted Brushes While Blow Drying


• How to Use Assorted Irons


Tools Needed:

• Denman Brush

• Duck Bill Clips

• Flat Iron


• Assorted Round Brushes

• Paddle Brush

• Curling Iron

• Diffusor



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UP-STYLES This session is designed for stylists who want to feel confident with designing and customizing up-styles that suit any occasion.

• Educator Reviews Trends & Demonstrates Techniques

• Preparation of Tools


• How to Use Assorted Irons


Tools Needed:

• Single & Double Prong Clips

• Duck Bill Clips

• Bobby/Hair Pins

• Flat Iron


• Assorted Round Brushes

• Teasing Brush

• Elastic Thread

• Curling Irons

• Hair Accessories

• Diffusor

• Crimping Iron (optional)

• Hair Nets (optional)



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NATURAL HAIR STYLING This session is designed to learn techniques to become a master of altering all degrees of natural texture.

• Consultation

• Product/Tool Knowledge


Tools Needed:

• Wide Tooth Comb

• Boar Bristle Round Brush

• Paddle Brush

• Single/Double Prong Clips

• Duck Bill Clips

• Denman Brush

• End Wraps

• Flex Rods (optional)

• Lacers (optional)



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WAXING This session takes us through procedures, application, features, and benefits of in-salon treatments. It will include exercises that assist you in how to market your products to your guests. Educator reviews trends.

• Review of Consultation/Waxing Profile Card

• Preparation of Tools & Models

• Wax Application

• Practice Session

• Conclusion & Close

Tools Needed:

• Wax

• Wax Strips

• Tweezers

• Spoolies

• Applicators

• Scissors

• Cotton

• Toothpicks

• Notebook Paper

• Wax Profile Card

Satin Cool

Satin Cleanse

Satin Release

Satin Hydrate



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COLOR THEORY An in-depth understanding of the principles of hair color.

• Color Theory

• Manufacturers Instruction

• Formulation Tools

Tools Needed:

• Note Paper

• Pen

Models: No model requirement.

RELAXER THEORY An in-depth understanding of the principles of relaxing hair.

• Relaxer Theory

• Manufacturer’s Directions

• Consultation/Hair Analysis

Tools Needed:

• Note Paper

• Pen



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WAVE & TEXTURE (PERM) THEORY An in-depth understanding of the principles of enhancing or reducing the natural texture of hair.

• Enhancing/Reducing Texture Theory (choose one)



Tools Needed:

• Note Paper

• Pen


SMOOTHING THEORY An in-depth understanding of the principles of smoothing hair to create a smooth, sleek, and frizz-free result.

• Smoothing Theory



Tools Needed:

• Note Paper

• Pen


*Available ONLY to salons currently carrying a chemical smoothing system


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COLOR HANDS-ON This session is designed for stylists who want to experience hair color artistry that is customized to the guest and skin tonality along with working with trends that suit their lifestyle.

• Consultation

• Formulation


Pick one of the following sessions:

• Foiling Techniques – Placement/Patterns

o Weaving

o Slicing

o Spiral

o Trend

• Balayage

o Formulation/Design

o Application

o Toning

• Becoming Red


o Blended, Reflect, HD-Reds, So-Red, and SoBoost Collection

• Becoming Blonde


o Blended, HighLift, Lighteners, Extra Blonding Crème, and SoBoost Collection

• Becoming Brunette


o Blended, Hi-Impact, and SoBoost Collection

• Grey Coverage

o Formulation/Application

o Blended, Full Coverage, and Multi-Dimensional Coverage


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Tools Needed:

• Foil Tail Comb

• Sectioning Clip

• Blow Dryer

• Plastic Wrap

• Styling Brushes (Denman, Paddle, Round)



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RELAXER HANDS-ON This session is designed to give the knowledge and understanding of a relaxer service which will include understanding the importance of proper application and creating a style and finish after the service.

• Consultation



• Virgin Application

o Consultation

o Product Selection

o Application

o Style & Finish

• Retouch Application

o Consultation

o Product Selection

o Application

o Style & Finish

Tools Needed:

• Tail Comb

• Sectioning Clips

• Blow Dryer

• Flat Iron


• Sprush/Spatula (optional)



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WAVE & TEXTURE (PERM) HANDS-ON This session is designed to give the knowledge and understanding of a relaxer service which will include understanding the importance of proper application and creating a style and finish after the service.

• Consultation



• Enhancing Curl (Permanent Wave)

o Product Selection

o Wrapping Options

o Application


• Reducing/Restructuring Curl

o Product Selection

o Application

o Styling/Finishing

Tools Needed:

• Tail Comb

• Wide Tooth Comb


• Blow Dryer




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SMOOTHING HANDS-ON This session is designed to give the knowledge and understanding of a relaxer service which will include understanding the importance of proper application and creating a style and finish after the service.

• Consultation



• Smoothing

o Product Selection

o Application


Tools Needed:

• Tail Comb


• Blow Dryer

• Flat Iron

• Wide Tooth Comb

• Paddle Brush


*Available ONLY to salons currently carrying a chemical smoothing system.


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A-LA-CARTE EDUCATION CLASSES OBJECTIVES

• To bring stylists to the next level in their haircutting, coloring, waxing, and Moments of Truth skills through demonstrations and participating in hands-on sessions.

• Makes learning and growing a part of a stylist’s SmartStyle culture.

• Stylists are required to attend a minimum of two seminars in the salon.

TIPS FOR SUCCESSFUL SEMINARS

• Models are a critical factor in the success of seminars. All stylists must have a model that will challenge them.

• The manager is responsible for finding the model for the demonstration. The type of model will be determined by the manager and the Artistic Director call prior to the educational class.

• During the demonstration/opening the Artistic Director will discuss the predetermined topic and demonstration. The Artistic Director will also discuss any other issues the manager feels necessary.

A-la-carte education should be scheduled for each salon at least two times a year. This ensures that each stylist is current and committed to the brand promise.


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SMARTSTYLE APPROVED PRODUCTS FOR SERVICES The following product lines have been approved for use in SmartStyle salons. These items can be purchased through Franchise Product Sales.

APPROVED WAX

Satin Smooth Wax Deluxe Cream Wax Zinc Oxide Satin Smooth Clean Satin Smooth Hydrate Satin Smooth Release Satin Smooth Cool Aloe

MATRIX APPROVED COLORS

SoColor Blended Collection, Reflect Collection, Specialty Collection (Boost, Ultra Blondes, Gray Naturals, Dream Age)

ColorSync Blended Collection, Reflect Collection, Specialty Collection (extra coverage, HD color technology, SoBoost), Watercolors

Pravana Vivids

Developers & Lighteners Matrix

RELAXERS/PERMS

Relaxers Mizani

Perms Matrix


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EDUCATION GLOSSARY

Artistic Director AD Licensed cosmetologist or barber and SmartStyle trained educator.

Technical Videos A comprehensive video program with a wide range of haircutting and styling videos. It also includes videos that support product knowledge, guest experience, and various other aspects of operations. A current list of the video library can be found in the Franchise Resource Center.

A-La-Carte Education/In-Salon Training

Training that takes place in your salon at least twice, annually.

Education Coordinator SmartStyle Education personnel responsible for scheduling all in-salon technical education. This also includes coordinating Artistic Director schedules and mailing information to all involved.


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FAQS MISCELLANEOUS

I am thinking about purchasing the Andis GRBC clipper instead of the Oster 76 for my stylists. How do I know which one is best for my stylists?

Information is available from Franchise Product Sales. You can also discuss with your Artistic Director.


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The Operations Manual contains information and recommendations intended to help you successfully open and operate your franchised salon in compliance with the system, brand, and your Franchise Agreement. Your Franchise Agreement is the complete statement of your rights and obligations in the operation of your salon. In the event of a conflict between the Operations Manual and your Franchise Agreement, your Franchise Agreement controls.

SECTION E: STAFF DEVELOPMENT


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THE INFORMATION AND MATERIALS PROVIDED IN THIS SECTION ARE PROVIDED ONLY AS SUGGESTIONS AND ARE NOT REQUIRED. YOU ARE THE EMPLOYER OF THE EMPLOYEES AT YOUR STORE AND SHOULD USE YOUR OWN JUDGMENT IN IMPLEMENTING PROGRAMS FOR STAFF DEVELOPMENT AT YOUR STORE. NEITHER SMARTSTYLE NOR REGIS IS THE EMPLOYER OF EMPLOYEES AT YOUR STORE, AND NEITHER ENGAGES IN, OR HAS OR RESERVES THE RIGHT TO EXERCISE ANY DIRECT OR INDIRECT CONTROL OVER, ANY EMPLOYER-TYPE ACTIVITIES FOR WHICH YOU ARE REPONSIBLE, SUCH AS EMPLOYEE SELECTION, PROMOTION, TERMINATION, HOURS WORKED, RATES OF PAY, OTHER BENEFITS, WORK ASSIGNED, DISCIPLINE, ADJUSTMENT OF GRIEVANCES AND COMPLAINTS, AND WORKING CONDITIONS.

IT MAY BE ADVANTAGEOUS TO TALK TO YOUR ATTORNEY AND OTHER ADVISORS AND GET THEIR INPUT BEFORE IMPLEMENTING ANY STAFF DEVELOPMENT PROGRAM. YOU ALSO MAY CONSIDER CONTACTING LOCAL, STATE AND FEDERAL LABOR REGULATORY AGENCIES TO ENSURE THE APPROPRIATE LAWS ARE BEING FOLLOWED.


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EMPLOYEE DEVELOPMENT OVERVIEW Your people are your most important resource, and employee development is a big key to success for every salon. The growth of each employee into a contributing member of the team depends most significantly on the direction and support provided by the management team.


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JOB DESCRIPTIONS Clarity about performance expectations is critical and is most effectively communicated at the start of the hiring process and the first week on the job. It is very important to create a job description for every position in the salon that details the purpose, duties, and qualifications. It is recommended to have job descriptions created before you begin the recruitment process. Sample job descriptions can be found in the Appendix of this book for the following positions:

• Manager

• Management Team (Assistant Manager/Shift Manager)

• Stylist

• Receptionist (optional)

It is recommended that your manager review the job description and performance guidelines with each new employee, have the employee sign the form, and then put the signed copy in the employee’s file.

On-going feedback on employee performance offers employees the opportunity to improve their work and is a vital element in maintaining salon morale. Clear expectations, direction, and on-going acknowledgement for superior work build employee effectiveness, productivity, and loyalty.


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MANAGEMENT TEAM RECOMMENDATIONS The composition of your management team is at your discretion. It may consist of at least a salon manager and possibly two or three shift/assistant managers as you grow. The salon manager is typically a stylist and is responsible for managing the quality of all SmartStyle services, providing the Moments of Truth to every guest, coaching stylists, and handling technical adjustments.

Although the manager is not typically working the same days or shifts with the entire management team, it is crucial for the success of the salon that the manager is in constant communication with his/her team. The success of the salon depends on the effectiveness of the management team and how well they work together as a team. Utilize the following recommended strategies to establish ongoing and consistent management team communication:

• Regularly scheduled management team meetings with the franchisee.

• A management team communication notebook to document important information during a shift.

• Rotate the shift/assistant managers so that the manager has the opportunity to work with each shift/assistant manager on a regular basis.


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MANAGEMENT TEAM MEETINGS Management team meetings are an excellent tool for training management team members and gaining alignment and communication. Inviting stylists who show an interest in becoming a member of the management team can be a good way to build bench strength in your salon.

Common salon goals and priorities among all management team members are a key to successful salon operations. The following are recommended guidelines for successful management team meetings.


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PLANNING YOUR MANAGEMENT TEAM MEETINGS

1. Hold meetings out of the salon (i.e., breakfast meetings, lunch meetings, etc.).

2. Create and distribute an agenda beforehand so everyone is prepared to participate. Some topics may include:

• Salon performance including salon and stylist goals

• Review POS reports (i.e., Dashboard, 52 Week, Production, etc.)

• Salon success stories

• Product promotions

• Recruiting

• Local marketing/promotions

• Brainstorming how to solve individual performance problems

• Action plans

• Improving guest service

• Stylist training

• Technical coaching

• Social media updates

3. Invite team to participate and offer feedback openly.

4. Assign someone to take notes.

5. Conclude meetings with specific actions. For example:

• What results are desired?

• What specific steps will be taken?

• Who will do what?

• When will it be completed?


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MANAGEMENT TEAM ASSESSMENT MATRIX The matrix below was designed as a tool for use by franchisees as a guideline to diagnose strengths and areas for development for management team members. Once strengths and areas for development have been identified, goals can be set to develop competency in specific areas and may be used in the management team member’s evaluation process.

This recommended matrix may also be used to assess the management potential of other employees. The experience level of each individual should always be kept in mind and any goals should be achievable within a reasonable time period.

Use of the matrix is not required, however, if used, you should customize for your salon and overall organization.

SKILL AREA INDICATORS OF DEVELOPMENT NEEDED INDICATORS OF STRENGTH

ANALYZING States no or few plans

Has scheduling problems (i.e., long waits, over staffing, high unserved guests, etc.)

Makes explicit plans

Revises schedule as needed

COACHING Coaches infrequently or not at all

Is unfamiliar with individual development needs

Gives frequent low evaluations of employee, or unrealistic positive assessments

Does not set specific goals for individual employees

Communicates ineffectively with employees

Management team underdeveloped

Management team not empowered and unaware of employee goals

Provides on-going feedback to employees

Understands specific employee needs

Holds evaluations that result in steady improvement

Frequently sets goals with employees and follows up effectively

Is helpful to employees and is actively sought out for his/her advice

Management team has specific goals set for their development

Management team is informed of all employee


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goals and is empowered to ‘take charge’ when on shift

TEAM BUILDING Holds no or few employee meetings

Has high employee turnover rate

Cannot articulate corporate or salon philosophy

Maintains a salon atmosphere with gossip, cliques, and complaints among employees

Does not document employee communications

Conducts regular meetings with positive results

Has good record of employee retention

Models SmartStyle’s mission

Creates a salon environment where teamwork is apparent

Documents employee communications

MOTIVATION Does not actively differentiate between needs of individual personality types

Does not inspire enthusiasm, commitment, or confidence among employees

Takes credit for successes; blames others for mistakes

Fails to acknowledge individual contributions and accomplishments

Has high employee turnover rate

Is able to differentiate individual strengths, personalities, and needs

Makes specific plans for employee motivation

Gives credit for success; takes responsibility for mistakes

Recognizes the team and individuals frequently

Creates a safe working environment in which staff can communicate needs and desires

Has low employee turnover

Finds recruitment easy

WRITTEN COMMUNICATION

Submits messy forms/documents with technical errors

Makes unsubstantiated generalizations

Avoids written documentation

Submits clear, accurate, and neat forms/documents

Supports conclusions with facts

Documents thoroughly and meets all deadlines


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PROBLEM SOLVING

States no or few plans

Has reoccurring problems

Expresses victimization or blames external conditions

Complains frequently

Confuses cause and effect, problems and symptoms

Has explicit plans

Uses team to identify and implement solutions

Sees problems as challenges and opportunities

Often proposes specific solutions

Seeks/accepts feedback

PLANNING States no or few plans

Does not specify attainable or measurable results

Does not designate responsibility or ownership in plans

Plans on only short-term or only long-term basis

Plans frequently

Targets specific, measurable, accountable, realistic, and timely results (SMART goals)

Includes implementers in planning process

Plans on both short and long-term basis

Tackles high priorities

Includes deadlines, steps, and responsibilities

Implements and completes plans

RECRUITMENT AND SELECTION

Salon is always understaffed

Has difficult time recruiting new employees

Does not know the local beauty school owners or staff

Promotes only on an as-needed basis

Has individuals in salon who do not increase proficiency or technical expertise

Has a well-staffed salon

Is always interviewing potential employees to upgrade overall salon image

Has relationships with beauty schools and establishes the SmartStyle image through technical and educational presentations

Develops individuals to promotable opportunities and values employees’ career path

Analyzes and hires for salon growth


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ORAL COMMUNICATION

Expresses opinions and few facts

Communicates in a single-minded style; is not flexible

Listens poorly

Is amenable in coaching conversations but does not implement feedback

Uses facts, not opinions

Communicates in terms relevant to the listener

Is a patient and attentive listener

Receptive to feedback and implements in a timely manner

DEVELOPMENT POTENTIAL

Blames external conditions

Complains frequently

Responds negatively or defensively to coaching

Takes responsibility for salon problems

Takes initiative in problem solving

Paraphrases frequently

ROLE MODEL Does not model outstanding service

Does not meet the expectations set for other employees regarding attendance, reliability, and professionalism

Has poor product sales

Does not spend time working the leaseline

Models the perfect job performance of stylist and receptionist positions

Reliability and attendance is exceptional

Models what is required of other employees

Works and coaches staff on working the leaseline


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ON-GOING EDUCATION Additional classes, offered through the SmartStyle Education team, are available for managers, stylists, and receptionists. For the latest technical training classes, contact your Regis Scheduling Coordinator.

Management training workshops and operational training are available on a variety of topics to support a successful business. Contact your Franchise Consultant to discuss possible on-going education. You can also refer to the FRC to read more about the classes offered.

While some of the educational programs offered are required to protect the quality of the SmartStyle brand, products, and services, many are offered as a convenience and participation in them is not required.


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SECTION F: RETENTION


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THE INFORMATION AND MATERIALS PROVIDED IN THIS SECTION ARE PROVIDED ONLY AS SUGGESTIONS AND ARE NOT REQUIRED. YOU ARE THE EMPLOYER OF THE EMPLOYEES AT YOUR STORE AND SHOULD USE YOUR OWN JUDGMENT IN IMPLEMENTING PROGRAMS CONCERNING STAFF RETENTION AT YOUR STORE. NEITHER SMARTSTYLE NOR REGIS IS THE EMPLOYER OF EMPLOYEES AT YOUR STORE, AND NEITHER ENGAGES IN, OR HAS OR RESERVES THE RIGHT TO EXERCISE ANY DIRECT OR INDIRECT CONTROL OVER, ANY EMPLOYER-TYPE ACTIVITIES FOR WHICH YOU ARE REPONSIBLE, SUCH AS EMPLOYEE SELECTION, PROMOTION, TERMINATION, HOURS WORKED, RATES OF PAY, OTHER BENEFITS, WORK ASSIGNED, DISCIPLINE, ADJUSTMENT OF GRIEVANCES AND COMPLAINTS, AND WORKING CONDITIONS.

IT MAY BE ADVANTAGEOUS TO TALK TO YOUR ATTORNEY AND OTHER ADVISORS AND GET THEIR INPUT BEFORE IMPLEMENTING ANY RETENTION PROGRAM. YOU ALSO MAY CONSIDER CONTACTING LOCAL, STATE AND FEDERAL LABOR REGULATORY AGENCIES TO ENSURE THE APPROPRIATE LAWS ARE BEING FOLLOWED.


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RETAINING YOUR EMPLOYEES Retaining your employees is important to successful salon operations. Franchisees and managers should consider the following to ensure happy employees who are proud to be a part of your organization.

SET THE EXPECTATIONS

Expectations regarding guest service, retail sales, technical performance, education, appearance, schedules, reviews, and wages are clearly established and consistent with your salon operating procedures.

CREATE A POSITIVE SALON ATMOSPHERE

Franchisees and the management team are committed to employee morale, continued education, development, and acknowledgement of their employees. Pride in the workplace is critical for stylists.

A positive atmosphere can be a determining factor in how stylists approach their jobs. Employees who like where they work will recommend SmartStyle to their colleagues. High employee morale in the salon can function as one of your best retention and recruitment tools. Additionally, the salon manager should truly set the mood, pace, and atmosphere of the salon.

HIRE AN EFFECTIVE MANAGER

The manager supports and looks for opportunities to catch people doing things right.

• Expectations for employee performance should be clearly stated.

• Management needs to be consistent, fair, and act as a strong role.

• Employees need to be treated as individuals.

• Honor commitments made during interviews and orientation.

• The manager must be committed as a listener and see that employee concerns are respected and addressed.


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SCHEDULE EFFECTIVELY

Franchisees and managers can demonstrate respect for their employees by showing some flexibility in the number of hours and particular days employees are scheduled to work. Consider the following:

• Resolve over/under-staffing problems as soon as possible.

• Days off should be rotated equally.

• Explain why you schedule with flexibility versus having set schedules so your employees can support it.

• Schedules should never be set in favor of one employee over another, or used as a way of punishment.

REVIEW PERFORMANCE AND EXPLAIN WAGES

Employees must receive ongoing feedback so they know what to expect before a review. A successful review leaves the employee feeling acknowledged and enthusiastic about the direction for improved performance.

• Reviews should be conducted on a regular basis.

• At the conclusion of the review, employees must clearly understand what to do in order to be able to increase their wages.

• Wages should be competitive with other salons in the area.

• See Section H, Book Four – Performance Reviews for more details about reviews.

DISCUSS CAREER ADVANCEMENT OPPORTUNITIES

Employees should know about the career path that is available within and outside your organization.

Clearly explain the promotion criteria for each position. Examples of possible opportunities are:

• Shift or Assistant Manager

• Manager

• General Manager

• Artistic Directors (SmartStyle Education)

• Franchisee


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PROVIDE REWARDS AND RECOGNITION

Personal recognition promotes high levels of employee morale and job satisfaction. This can be in the form of a praise, awards, positive reinforcement, and the acknowledgement of the achievement of specific goals. Acknowledging accomplishments directly can instill pride and loyalty in their salon, your company, and their profession.

Stylists who are recognized for achieving specific milestones in employment take greater pride in working for you. Remember their work anniversary at specific yearly intervals such as one, two, five years, and every five-year interval afterwards.

Rewards may not always be in the form of money. Recognition motivates and impacts longer than monetary rewards. Let others know of the employee’s success. The reward and recognition could be given in the following ways, but are not limited to:

• “Employee of the Month” award

• Vase filled with flowers

• Lunch

• Gift cards for dinners, movies, or department stores

• Trip to the Franchise Convention

• SmartStyle logo jackets, tee-shirts, equipment, tools, etc.

• Personal thank you card from franchisee or manager

• “Pass around” trophy

• Hall of Fame with photos and bios of outstanding employees

• Scratch-off cards, lottery tickets, etc.

• Massage or manicure

• Off-site training

• Surprise them with breakfast or lunch at a meeting

The sooner you recognize your employees the better. Let your employees know that you value and appreciate their performance and encourage superior standards to continue.


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SECTION G: COACHING NON-PERFORMANCE


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COACHING NON-PERFORMANCE OVERVIEW Confronting unacceptable behavior is an unpleasant, but necessary task in your management career. Your employees must realize the effect their behavior has on the salon. The employees must understand that they are responsible for their own behavior and the consequences.

When a person is confronted, the emotional side of the brain is used rather than the logical side. With this in mind, it is necessary to use a specific process to think logically in order to resolve the problem.

It is recommended that confrontations are conducted in a private office. First, you must identify whether the issue is a problem and/or a symptom of the problem at hand. After that has been determined, ask yourself if it is a problem with the following:

• The employee

• The work culture

• Other employees

• The manager

Confront the problem verbally and in writing to document the incident. Whenever problematic behavior arises, document the facts.

Keep the following points in mind when coaching non-performance issues:

• Use “I” statements instead of “you” statements.

• Allow the employee to state personal points of view without interrupting. Try to get to the real problem, not the symptom.

• Ask the employee for changes in behavior, not attitude.

• Tell the employee not only what is wrong, but what would make it right.

• Ask them if they need additional training or information in order to be able to meet their goal.

• Look for areas of agreement and not just areas of disagreement.

• Keep your composure and show confidence.


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The following six point process is a sample that is designed to help you plan for the coaching of non-performance.

THE PROBLEM

• Ask the employee to identify the issue at hand.• Then ask what the desired results or behaviors should be.

POSSIBLE SOLUTIONS

• Get the employee’s ideas on how the issue can be resolved. • Offer your own, if needed.

MUTUAL AGREEMENT

OF ACTION

• Set up any guidelines, actions, resources, and deadlines to achieve the desired outcome.

CONSEQUENCE

• Ask the stylist what they believe may or may not happen should the desired results not be achieved.

• How will this affect the employee or the team if not resolved?

FOLLOW-UP

• Determine how and when you will measure the progress. • Check in periodically to ensure that progress is occurring.

REWARD

• Let the employee know what is in it for them when they accomplish the goal of the desired results.


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DOCUMENTATION Documentation is one of the most important parts of following up on a coaching conversation with an employee in the salon.

DOCUMENT EVERYTHING

After you begin the documentation process, your ability to recognize developing problems or outstanding performance will increase. Because of this recognition, the appropriate action will become a quick and easy task.

Another important part of management is the maintenance of a locked personnel file on each employee. We recommend that all documentation, positive and negative, be kept in this locked file. Be prepared and familiar with your documentation forms and procedures.

It is better to develop the habit of documenting (to be prepared with the information about the developing problem or outstanding performance) than to not have anything written down.

There is a sample Documentation Form in the Appendix section of this book.

JUST CAUSE CHECKLIST

It is recommended that you check with your state offices for information on a Just Cause Checklist for discrimination, discipline, and discharge. This information may vary from state to state.

PROCESS

It is important for a process to be in place regarding the following steps of addressing unacceptable behavior in your organization. Contact your state agency or attorney to inquire about how many negative documentations are needed in order to proceed with a more severe action. Here are some possible processes to have in place:

• Verbal warning

• Written warning

• Suspension

• Termination/separation


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PRESENTING A DOCUMENTATION FORM

The following steps are a recommended guideline for presenting a documentation form to an employee:

1. Thank the employee for meeting with you.

2. Tell the employee the reason for the meeting.

3. State the facts of their job performance (no opinions, be specific).

4. Ask the employee what should be done to change the behavior/performance/situation.

5. Express confidence in the employee’s ability to change their behavior/performance/situation.

6. Introduce the Documentation Form. Read what has been written on it to the employee.

7. Ask the employee if there is any response that should be included in writing (optional).

8. Write the employee’s required action after it has been discussed.

9. Have the employee sign the Documentation Form.

DOCUMENTATION TIPS

It is important to keep the following recommended tips in mind when completing a Documentation Form:

• Be consistent

• Be accurate and report the truth

• Make sure your documentation form includes the following:

o Date (including year)

o Stated problem/incident/situation

o Stated desired performance

o Stated consequence if performance is not improved

o Employee’s response, if any

o Signature of employee (or witness if necessary)

• Use a pen and write legibly

• Review for clarity


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EMPLOYMENT SEPARATION Employment separation should never be a surprise to employees. Employees should know where they stand at all times. Separation is the final step. One question that may be asked at unemployment hearings is, “Was the employee aware that the job would be terminated if the behavior or problem continued?” This signifies the importance of why accurately completing and signing the documentation forms are so important.

Nothing in the written or unwritten policies or procedures of your company should create, or be intended to create, an implied contract, covenant, promise, or representation between the company and employee.

Any exception to the at-will relationship must be evidenced by a written agreement signed by the affected employee and the franchisee.

Upon separation of employment, it is recommended that all employee records are to be immediately returned to the franchisee’s office.

Employment separation is an unpleasant task. If you separate an employee, it is recommended that you should be prepared to present proper, consistent, and legal documentation. Without this documentation you will be at a disadvantage in a dispute. It is important to discuss this topic with your attorney to ensure you have the proper steps in place for your individual state.

Review the documentation you have on the employee in question. It is necessary to determine the value of this employee opposed to the amount of time and effort the manager will have to exert in order to solve the problem; weigh the positives and negatives.

Questions to ask yourself before terminating an employee:

• Is it a problem with the employee or management?

• Is it a personal or professional problem?

• Is the employee productive?

• Is the employee a team player?

• Were all attempts made to correct the situation?

• Were the expectations of the position clear to the employee?

• Are there other alternatives that have not been considered?

• Do you have the proper documentation?


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EMPLOYMENT SEPARATION STEPS

The following steps are recommended procedures to keep in mind as you let go of an employee. It is necessary that you speak with your attorney to verify the procedures based on your state laws.

1. PREPARATION

Check your state laws and consult with your attorney. It is important that you protect yourself. Have the following ready and available:

• Employee’s last paycheck

• Employee’s personnel file with all of the appropriate documentation

• Exit interview

• Employment Separation Form

• Benefit information

2. WHEN TO MEET WITH THE EMPLOYEE

The best time to separate is as soon as the decision is made. Putting it off does not make the task easier. Here are some recommended tips to keep in mind when meeting with the employee:

• Be prepared and keep it short. Explain that the decision has been made and do not waiver from the point.

• Do not go into detail or apologize.

• If the employee refuses to sign the Employment Separation Form, indicate this on the form and have a witness sign the form (preferably someone in management).

• Arrange for the employee to gather their personal belongings, return salon keys and any manuals or information, and leave quietly. Stay with them until they leave the premises. Have a few plain paper or plastic bags for the employee to use for their personal belongings.

3. COMPLETE AN EMPLOYMENT SEPARATION FORM

It is also recommended that the Employment Separation Form (sample located in the Appendix section) is completed with the employee’s signature and the date. Retain a copy in the separated employee’s personnel file.


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4. PROVIDE AN EXIT INTERVIEW

It is recommended that an Exit Interview Form (sample located in the Appendix section) is completed by ALL separated employees. This is your opportunity to learn the areas that need improvement and change in order to create a more effective company.

File the Exit Interview Form in the separated employee’s personnel file. You may want to mail this form along with a self-addressed stamped envelope to the terminated employee so they may fill it out and return it via mail.

5. SEND NOTIFICATION

It is recommended that the manager should notify the franchisee/general manager immediately following the employment separation, whether voluntary or involuntary. Keep a record of all voluntary and involuntary separations. Check with your state unemployment offices for information.

6. NOTIFICATION OF BENEFITS (IF APPLICABLE)

It is also recommended that if the separated employee was eligible for benefits offered by the franchisee, a letter should be sent to the employee’s last known address with the costs and instructions, if any. Consult with your attorney for state specific information.

PRESENTING A SEPARATION FORM

The following steps are a recommended guideline for presenting a separation form to an employee.

1. Thank the employee for coming in.

2. Give the reason for the meeting.

3. State the facts.

4. Have the employee sign the Separation Form.

5. Have the employee collect their personal belongings.

6. Escort them to the door.


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UNEMPLOYMENT COMPENSATION To represent a contested employment separation, it is recommended that you have the following information prepared if a separated employee demands unemployment compensation:

• Employee Handbook and job description with the employee’s signature on the sign-off form.

• Documented and dated verbal warnings.

• Written documentation with employee’s signature.

• Suspension documentation with employee’s signature (check with state laws regarding suspension).

• Signed Separation Form.

• Completed reviews.

NOTE: It is very important to research state statutes and consult your attorney for the appropriate steps for your state. Compare why the individual was separated from employment with the state laws and determine any disqualifications.


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SECTION H: PERFORMANCE REVIEWS


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PERFORMANCE REVIEWS OVERVIEW Performance reviews are a very important tool in developing and retaining top performing employees. They allow the manager or franchisee to acknowledge employees for their major accomplishments and give them direction in the areas in which they need growth and development.

Performance reviews should be a positive and motivating experience for the employee. There should be no surprises. Employees should be aligned with the manager’s expectations and salon goals.

What should be accomplished during a performance review?

• Set goals

• Identify strengths

• Give feedback

• Maintain good communication

Performance reviews are not a time to reprimand an employee for poor performance. Everything that is covered during the performance review should have been covered during ongoing coaching. Again, keep in mind that evaluations should be motivating and uplifting for the employee and also a time when their contribution is acknowledged.

The performance review summarizes feedback and is a part of the ongoing coaching that employees receive from the manager. Performance reviews should not necessarily be tied to wage reviews. A performance review alone (without a wage review) is often very helpful.


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PERFORMANCE REVIEW FORMS

A sample Performance Review Form for your employees can be found in the Appendix section of this book. It is recommended that you create your own forms using the details in your job descriptions and performance guidelines.

SELF-EVALUATIONS

Additionally, separate self-evaluations are provided for the receptionist (if applicable) and stylists. The manager and shift managers should use the actual review forms for their self-evaluation. The self-evaluation process typically enhances the employee’s sense of responsibility about their performance and increases their participation in the review itself. Samples of Self-Evaluations can be found in the Appendix section of this book.

PERFORMANCE GUIDELINES

Performance guidelines describe specific behaviors that your employees should display. Your job descriptions should lead you as you create these guidelines for your employees. There are sample Performance Guidelines for receptionists (if applicable), stylists, assistant managers/shift managers, and managers located in the Appendix section of this book.

Who should receive a performance review?

• All of your employees

Who should conduct a performance review?

• Manager conducts reviews for stylists and receptionists

• Franchisee or general manager conducts manager's review

How frequent should a performance review be

conducted?

• Every 6 - 12 months• Conduct monthly

check-ins, especially if an employee's performance is declining


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PERFORMANCE GOALS AND REVIEW TOPICS The following is a sample list of performance goals and review topics that you may find helpful as you plan for your employee performance reviews and goal setting in the salon.

RECEPTIONIST STYLIST • Moments of Truth • Voids • Product Sales • Teamwork • Administrative • Salon Appearance / Atmosphere • Professional Appearance • Reliability • Goals • Accountability • Inventory Management • Communication

• Moments of Truth • Service Sales

• Average Haircuts per Hour • Average Cut Time • Average Production per Hour • Ticket Average • Voids

• Product Sales (% of total sales) • Teamwork • Salon Appearance / Atmosphere • Creativity • Technical Adjustments • Professional Appearance • Reliability • Salon and Personal Goals • Accountability • Ongoing Education • Communication • Working the Leaseline

MANAGEMENT TEAM MANAGER • Moments of Truth • Service Sales

Average Haircuts per Hour Average Cut Time Average Production per Hour Ticket Average Voids

• Product Sales (% of total sales) • Teamwork • Salon Appearance / Atmosphere • Creativity • Technical Adjustments • Professional Appearance • Reliability • Salon and Personal Goals • Accountability • Ongoing Education • Daily Operations • Administrative • Inventory Management • Communication

• Moments of Truth • Service Sales

Average Haircuts per Hour Average Cut Time Average Production per Hour Ticket Average Voids

• Product Sales (% of total sales) • Salon Growth (Sales and Guest Counts) • Teamwork • Salon Appearance / Atmosphere • Creativity • Technical Adjustments • Professional Appearance • Reliability • Employee Attendance • Salon and Personal Goals • Accountability • Onboarding / HSA Pre and Post-Training / Ongoing

Education • Daily Operations • Administrative • Inventory Management • Communication • Interviewing • Employee Performance / Reviews • Leadership • Team Efficiency


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PERFORMANCE REVIEW PROCESS

1. SET PERFORMANCE GOALS

The first step in evaluating performance is setting performance improvement goals for employees. These goals give employees a vision to work toward and provide a framework for evaluating their professional development.

Performance improvement goals should always be set from one review to the next and progress should be reviewed during check-ins, ongoing feedback sessions, and formal reviews.

When setting performance improvement goals with an employee, the manager (or franchisee/ general manager) should:

• State goals clearly and include the specific expectations of desired performance.

• Inform the employees of goals that are set and gain alignment. All employees should be aware of the manager’s goals.

• Limit the number of goals to two or three within a review period – setting too many goals can be too overwhelming for your employees.

• List specific action steps for each goal to support the employee in reaching them.

• Support your employees in reaching their goals through ongoing praise and redirection when necessary.

Set Performance

Goals

Provide Feedback

Conduct Monthly

Check-ins

Conduct Formal

Performance Review


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2. PROVIDE FEEDBACK

The second step in the review process is an ongoing one. It involves frequent positive feedback and redirection if and when necessary.

In one of the best-selling books on managing people, The One Minute Manager, written by Ken Blanchard, he defines positive feedback as “catching someone doing something right”.

This is a very important part of the review process. It is very easy to catch people doing something wrong, but people learn best when they are acknowledged for improvement and growth in areas needing development.

One way to provide feedback is to review the employee’s weekly numbers and goals in the Guest Service Follow-up Notebook. See the Goal Setting section in Book Three for more information on using the Guest Service Follow-Up Notebook or the Stylist Game.

3. CONDUCT MONTHLY CHECK-INS

The third step in the review process is conducting monthly check-ins for stylists and shift managers. This is an informal method of ensuring constant performance feedback.

The check-in focuses primarily on quality, efficiency, product sales, and reliability. However, if goals are being set during the check-ins, an action plan should accompany this process. It is recommended that you document your monthly check-in conversations and keep those notes in their employee file. Check-in sessions with stylists should be brief.

4. CONDUCTING FORMAL REVIEWS

The fourth and final step in the review process is the formal performance review conducted every six to twelve months, depending on the frequency you choose. For new employees it is recommended that the first formal review be done at six months, along with monthly check-ins.


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IMPORTANT THINGS TO REMEMBER Listed below are recommended points to keep in mind while conducting a performance review:

• Use the review form as a working, legal document.

• Accuracy is extremely important. Being too tough or too lenient does not fool the employee and can make the employee question the validity of the review.

• Observe carefully, listen well, discuss issues openly, and be willing to change opinions.

• The review process should be a learning experience for the manager and the employee.

• Discuss the employee’s self-evaluation and listen carefully to how they see their own performance.

• Attach the Employee’s Time Clock Report (available in the POS) and Technical Adjustment Forms (if applicable) to the review form for easy reference.

• Concentrate on one or two major areas needing improvement versus a long list. Too many areas needing improvement may overwhelm the employee and dilute the message.

• Be clear and specific about the undesired behaviors observed and the ideal behaviors needed to achieve goals.

• Ask open-ended questions to ensure the conversation does not become one-sided. More can be discovered about the employee’s point of view and the session can be more satisfying if the conversation is two-sided.

• Use open-ended questions (questions that cannot be answered with a “yes” or “no”).

• Ask for their thoughts regarding their strengths and opportunities and how they can add enhancement to their performance.

• Offer your own thoughts, based on facts, regarding their strengths, and opportunities for enhancing performance.


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SAMPLE OPEN-ENDED QUESTIONS

The following are recommended samples of open-ended questions that can help encourage employee participation during a review or check-in:

• How have the last few months been for you?

• What would you say are your strengths and areas for development?

• How do you view the progress you have made on the goals set during your last review or check-in?

• In what ways do you think you make a contribution to this salon?

• How could you have greater impact on the salon’s success?

• If you were a guest, how would you feel about this salon? What would you notice?

• What do you believe you convey to the guest about yourself, your job, the salon, and the other guests?

• How many of the guests that you have serviced in the last two days do you think will return to this salon again? Why?


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SECTION I: APPENDIX


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USE OF FORMS The information in this section is merely suggestive and is intended to serve only as an aid for you in operating your business. You are the employer of the employees at your salon and should use your own judgment in deciding what materials are appropriate for your business. While you are not required to use any of the forms in this section, we invite and encourage you to read the materials and incorporate into your own operational practices any material you feel is appropriate for your organization.

Remember neither SmartStyle nor Regis is the employer of employees at your salon, and neither engages in, or reserves the right to exercise any direct or indirect control over any employer-type activities for which you are responsible, such as employee selection, promotion, termination, hours worked, rates of pay, other benefits, work assigned, discipline, adjustment of grievances and complaints, and working conditions.

Remember that laws and practices vary significantly from state to state, so you should consult an attorney in your state to determine the appropriateness of practices and forms for your business.


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JOB DESCRIPTIONS RECEPTIONIST JOB DESCRIPTION

PURPOSE

The receptionist is the first and last person to be in contact with our guests. The impression created by the receptionist is very important and strongly influences how guests feel about SmartStyle.

The primary purpose/responsibility of the receptionist is to make our guest feels welcome and comfortable, taking the role of the salon's host or hostess.

The receptionist will know how the salon operates, and has the ability to use common sense in carrying out the SmartStyle Brand Standards and Moments of Truth effectively to ensure all guests are satisfied before leaving the salon. The receptionist has a thorough knowledge of our location, menu, products, and hours of operation and is able to communicate this information to guests in person and over the phone.

DUTIES

• Answer the phone. • Deliver information clearly and cordially. • Greet guests cheerfully and explain the menu services. • Recommend additional services and products to guests. • Estimate wait times and encourage guests to wait or return as appropriate. • Operate the POS, accept payment, give change, and provide receipts. • Listen attentively to guest complaints and refer them to the manager. • Keep the reception area, front desk, windows, product shelves, and floor clean and organized when

not interacting with guests. • Assist with laundry duties as necessary. • Label and stock retail products. • Work independently.

QUALIFICATIONS

• Professional appearance • Outgoing/confident personality • Communication skills • Good phone etiquette • Organized • Cash management skills • Flexibility and availability – important for the salon’s scheduling needs • Reliable

Please sign below indicating that you have read and understand your job description. Employee Name: Date:

Signature:

Cc: Employee File NOTE: The purpose, duties, and qualifications listed in the job description are for sample purposes and you or your manager should create your version based on your needs for each position in the salon.


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STYLIST JOB DESCRIPTION

PURPOSE

The stylist is the most important position in the salon. We are very proud of our stylists and believe that our stylists are the best in the business.

The stylist is responsible for servicing guests in a friendly, professional way and understanding that the guest’s satisfaction is of utmost importance. The stylist will accomplish this by following the SmartStyle Brand Standards and Moments of Truth. Utilizing a thorough consultation procedure to ensure that every guest’s expectations are exceeded is part of the commitment a stylist makes when becoming an employee.

DUTIES

• Provide quality haircuts by following the Moments of Truth and consulting with the guest. • Educate and recommend products to help the guests maintain their hairstyles between salon visits. • Follow the salon dress code. • Maintain current Cosmetology or Barber’s License for state of employment. • Attend all required technical training sessions. • Perform receptionist’s duties when no receptionist is available.

QUALIFICATIONS

• Must have a valid Cosmetology or Barber’s License for state of employment. • Strong guest service skills. • Good communication skills. • Professional appearance and presence.

Please sign below indicating that you have read and understand your job description.

Employee Name: Date:

Signature:

Cc: Employee File

NOTE: The purpose, duties, and qualifications listed in the job description are for sample purposes and you or your manager should create your version based on your needs for each position in the salon.


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ASSISTANT/SHIFT MANAGER PERFORMANCE GUIDELINES PURPOSE

The primary purpose of the assistant/shift manager is to generate and maintain an enthusiastic, professional environment, where guest satisfaction is consistently assured by keeping the Moments of Truth in mind at all times.

The assistant/shift manager must understand the guest’s needs, concerns, and perceptions, enabling the team to identify and create an environment conducive to the SmartStyle brand.

The assistant/shift manager must provide a consistent image, serving as a role model for all salon employees. They should have the ability to inspire respect and creativity and understand the SmartStyle Brand Promise.

The assistant/shift manager acts as direct support to the salon manager. The primary role is to support the manager and manage the salon to be successful.

DUTIES

• Provide quality haircuts. • Establish expectations during new employee orientation. • Evaluate service provided by all salon employees. • Provide feedback to employees and coach for success. • Follow-up on individual goals with the stylists. • Prevent and handle guest complaints. • Perform technical adjustments. • Document technical adjustments and follow-up with the stylist. • Monitor wait times, walks, and voids. • Schedule for guest convenience (not only employees). • Ensure accuracy of the salon manager’s weekly reports, goal setting, and scheduling.

QUALIFICATIONS

• Strong Moments of Truth skills. • Strong technical skills. • Ability to coach. • Good communication skills. • Leads by example. • Professional appearance and presence. • Current Cosmetology or Barber’s License in state of employment.



Signature:

Cc: Employee File NOTE: The purpose, duties, and qualifications listed in the job description are for sample purposes and you or your manager should create your version based on your needs for each position in the salon.


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MANAGER JOB DESCRIPTION

PURPOSE

The manager’s primary role is to ensure the salon’s profitability, ensure guest satisfaction by using the Moments of Truth, and generate an enthusiastic and professional environment where employees are continuously inspired, through effective leadership, to do their best and be successful.

The manager must be a constant role model for all employees and have the ability to inspire respect and creativity and understand the SmartStyle Brand Promise.

DUTIES

• The salon manager has the same duties as those outlined in the assistant/shift manager job description. Additionally, they are responsible for the following:

• Interview and hire staff. • Evaluate employee performance. • Set goals for individual employees and the salon. • Document important conversations, incidents, and goals. • Approve time off. • Conduct salon meetings. • Take inventory and place orders.

QUALIFICATIONS

• Strong Moments of Truth and technical skills. • Effective ability to coach, lead, and inspire others. • Business management skills (goal setting, scheduling, cash management, reporting, etc.). • Leads by example. • Outstanding communication skills. • Professional appearance and presence. • Current Cosmetology or Barber’s License and manager’s license if applicable per state cosmetology

laws.



Signature:

Cc: Employee File



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PERFORMANCE GUIDELINES RECEPTIONIST PERFORMANCE GUIDELINES

GUEST SERVICE / MOMENTS OF TRUTH

Answers the phone with a friendly and smiling voice. Communicates clearly and gives complete information in person and on the phone. Has a professional relationship with guests and is confident. Welcomes all guests with a smile, friendly greeting, and uses eye contact. Explains our salon to all new guests and acquaints them with all of our services, salon hours, etc. Collects all guest information and enters it in the POS. Estimates wait times accurately. Frequently updates guests about any changes to wait times. Demonstrates a clear priority with guests and makes them feel welcome at all times. Recognizes and acknowledges regular guests and makes them feel welcome as they wait. Makes new and returning guests feel welcome while they wait. Always remains at the front desk unless attending to other duties. Keeps magazines and style books organized and current. Invites guests to return. Handles unusual or difficult situations appropriately and efficiently. Always collects the name and

telephone number from an upset guest and makes certain that the manager gets full information about any incidents.

Encourages guests to stay in order to reduce voids and walkouts. Thanks all guests for coming in and invites them back. Assists stylists with tracking the guest preferences in the profiles in the POS.

PRODUCT SALES SKILLS

Has a thorough knowledge of all products in the salon. Consistently offers products to guests and makes skillful recommendations along with reminding

them of the current promotions. Listens and looks for all opportunities to ask guests who seem interested in products on the shelves.

Answers any questions and discusses products with guests waiting in reception area instead of being preoccupied with other things.

Assists the stylists by working as a team in following up with the guests on products the stylists have recommended.

Answers any questions the guest has and completes the sale on the stylist's ticket. Educated to recommend the right product for a guest’s hair type. Does not to interfere with the stylist's recommendation. Keeps products well stocked and organized on all shelves as well as dust free.


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TEAM WORK

Communicates new ideas, suggestions, complaints, or concerns to the management team. Handles unusual or difficult situations and knows when to ask for assistance from the management

team. Flexible with regards to schedule, willing to stay late, come in early or on a day off. Willing and helpful at all times. Appears enthusiastic and motivated. Does not allow personal problems to influence performance. Contributes to keeping an uplifting atmosphere in the salon. Accepts feedback well and responds well to coaching. Enthusiastic and supportive about any changes in the salon. Pleasant, positive, and demonstrates kindness for other employees. Keeps conversations in the salon professional and positive. Does not use the phone or cell phone except for emergency or business related purposes while on

shift. Is a team player, participates in salon activities, and supports co-workers. Assists other employees when needed. Willing to work for fellow employees in an emergency. Responsible for own shift and makes certain that it is covered for the time scheduled. Responsible for cleaning duties and supports other employees with theirs. Utilizes time efficiently. Sets individual goals and gives ideas or suggestions for salon goals. Strives to achieve personal goals

and assists in achieving the salon goals. Good example for others.

ADMINISTRATIVE Responsible and accountable for the cash over/short on shift and keeps to a minimum. Understands service pricing and completes all information on the sales tickets, attaches discount

coupons, etc. Completes a Daily Closeout Report at the end of the business day if on shift. Understands how to process gift cards. Assists the manager in keeping an accurate inventory count. Informs the manager when low on certain products or supplies for timely reordering. Prices products immediately upon delivery before being put away on the shelves.

SALON APPEARANCE

Sanitizes combs/brushes frequently and keeps them free of hair. Keeps a sufficient supply of clean combs, brushes, and towels on hand for the stylists and keeps water

bottles and neck strip containers filled. Completes laundry duties of towels regularly to keep a sufficient supply on hand. Sweeps frequently to keep floor free of hair and empties trash baskets/bins when full. Frequently cleans all glass and keeps free of smudges and fingerprints including the front door. Keeps the area outside of the salon clean and free of garbage. Handles pressure well when salon is busy.


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PROFESSIONAL APPEARANCE Projects confidence while communicating with guests. Has a professional appearance. Follows the salon dress code. Arrives at work ready to immediately go on the floor. Does not need to do hair, make-up, manicure,

or change clothes after clocking in.

RELIABILITY Strives for no absences. Strives to be on time. On the floor at the start of the shift and returns on time from lunch and breaks.



Signature:

Cc: Employee File



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STYLIST PERFORMANCE GUIDELINES

MOMENTS OF TRUTH GUEST EXPERIENCE Delivers an effective greeting that makes every guest feel welcome. Enters and maintains guests’ data accurately and efficiently. Communicates wait times effectively. Uses guests name throughout the visit. Asks five effective questions that help them to learn guests’ needs. Uses two listening tips to understand their guest better. Asks effective questions. Provides the best shampoo and head massage to the guest. Recommends the right products while using them on the guest. Refers back to what the guest was talking about to confirm their interest in the guest. Walks their guest personally to the door. Invites their guest back. Understands the need to recommend retail on behalf of the guest experience. Always follows the dress code. Understands the standards for salon appearance and functionality. Sees the salon through the eyes of their guest. Handles phone calls well.

PROFESSIONAL PRODUCT SKILLS

Uses product on every guest. Discusses the monthly product promotions. Has a thorough knowledge of all products in the salon. Not afraid to recommend the right product

for each guest’s type of hair. Consistently educates guests on their hair care needs and makes skillful recommendations. Gives professional recommendations, determines a style best suited for the guest’s face, lifestyle, and

hair texture, and consults style books if necessary. Takes advantage of all opportunities to discuss products and educates the guests during the service,

tells them what products would be best for hair, lets them know what it will do for their hair, uses products on the guests’ hair, and makes certain to have a variety of products displayed at the station.

Works as a team with the receptionist (if applicable). Lets the receptionist know what products have been recommended and asks to complete the sale on the ticket. Assists the receptionist on any product questions.

Listens for the opportunity to make product recommendations. Has an average or above product sales percentage.


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TEAM WORK

Communicates new ideas, suggestions, complaints, or concerns to the management team. Handles unusual or difficult situations and knows when to ask for assistance from the management

team. Flexible with regard to schedules, willing to stay late, come in early or on day off if necessary. Willing to help at all times. Appears enthusiastic and motivated at all times. Does not allow personal problems to influence performance. Contributes to keeping an uplifting atmosphere in the salon. Accepts feedback well and responds well to coaching. Enthusiastic and supportive about new salon programs. Pleasant, positive, and demonstrates obvious respect for the team. Keeps conversations in the back room appropriate and positive. Does not use the salon phone or personal cell phone except for emergency while clocked in. Is a team player, participates in salon activities, and supports the team. Assists the team when needed. Willing to work for other employees in an emergency. Fully responsible for own shift and makes certain that it is covered for the time scheduled. Takes responsibility for cleaning duties and supports the team with theirs. Wastes no time at the end of shift and will take another guest, if possible, when there is a long wait

before clocking out. Sets goals and shares ideas or suggestions for salon goals. Strives to achieve personal goals and the

salon’s goals. Is a good example for others.

TECHNICAL ABILITY

Is sensitive to problem areas such as cowlicks and receding hairlines to make positive recommendations.

Makes clean, neat partings, combing straight out from the part. Raises the chair to comfortable cutting level. Palms the shears. Makes small quick snips in the grooves of the fingers for a clean line. Efficiently keeps the hair combed neatly and works in an organized manner. Does not over comb in

order to portray confidence. Removes only a minimal amount of hair when checking a haircut. Takes angle partings following the curve of the head. Checks for overall balance and proportion of the haircut. Ensures that the hair is at least 80% dry when the haircut is finished.


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CREATIVITY Able to see what a change of style will look like on guest. Aware of facial shapes and hair textures to

determine style best suited to guest. Suggests additional services to the guests and is confident doing them. Skillful and confident about achieving desired styles by using products and hot tools. Efficient and

utilizes time effectively in performing these services. Proficient and comfortable with all approved tools. Has the desire to grow professionally with any new tools. Implements new information learned from

technical training. Completes all services with recommending products so guest is able to achieve the same hairstyle at

home.

HAIRCUT ADJUSTMENTS

Has minimal haircut adjustments. Knows and understands what guests want in order to reduce haircut adjustments by effective

communication with the guest before and after the haircut. Courteous with guests when they return for an adjustment. Able to identify certain patterns on adjustments when discussed with the management team and

open to honest and effective feedback given. Asks for assistance with any particular problems and willingly takes advantage of new trends.

APPEARANCE

Projects confidence while communicating with guests. Has a professional appearance. Has a fashionable hairstyle. Wears appropriate make-up. Has well-manicured nails. Follows the company dress code. Creative with the color coordination and use of accessories. Arrives at work ready to immediately go on the floor. Does not need to do hair, make-up, manicure,

or change wardrobe after clocking in.

RELIABILITY

Strives for no absences. Strives to not be late. Is on the floor at start of shift and returns on time from lunch and breaks.



Signature:

Cc: Employee File



2016 2017

ASSISTANT/SHIFT MANAGER PERFORMANCE GUIDELINES

NOTE: These guidelines are in addition to the stylist performance guidelines.

SALON ATMOSPHERE

Generates and maintains a friendly, cheerful, and professional environment in the salon where guests feel welcome and their satisfaction is consistently met and exceeded.

Encourages employees to be friendly, enthusiastic, and courteous while servicing our guests. Sets the pace, rhythm, and keeps the spirit high. Looks for new ways to create an uplifting

atmosphere. Is aware of the entire salon operation and handles situations effectively and with confidence. Handles incidents that are disruptive to the atmosphere of the salon in an appropriate area. Sees the salon from guest’s perspective. Salon surroundings are pleasant such as music and

volume, temperature, and conversations. Ensures that shifts are filled as scheduled, employees are on the floor when clocked in, and stylists

take the next guest as soon as previous service is completed. Motivates employees to take pride in keeping the salon clean and inviting. Sees that employees

clean up during slow times instead of sitting in the back room and that receptionists (if applicable) keep up with those duties that contribute to a good salon atmosphere.

GUEST AND EMPLOYEE RELATIONS

Handles incidents with guests in a pleasant, confident manner so guests feel supported and satisfied. Documents important incidents on Guest Satisfaction Report.

Handles incidents with employees comfortably, in a timely manner, and communicates expectations clearly. States facts only, keeps conversation on a professional level, and does not let personal feelings interfere. Documents important conversations on a Documentation Form. Documents ideas, as well as poor performance and follows up accordingly.

Knows when to step in during a haircut and are not afraid to do so. Recognizes patterns that prevent stylists from being efficient.

Is respectful and encourages employees when coaching, provides neutral observations, is specific and gives praise for a job well done.

Supports manager by assisting in pre-training and post-training of new employees. Makes new employees feel part of the team. Informs manager and other members of the management team daily of important incidents,

conversations, etc., so everyone is up to date.

SALON OPERATIONS

Knows the purpose of the manager’s weekly reports. Assists in scheduling effectively. Is responsible for product sales during shift. Assists employees in promoting products. Oversees that product shelves are well stocked. Has an impact on the salon’s goals through effective coaching and acknowledgments. Makes sure that stylists have sufficient tools and equipment on hand and equipment is in good

working order. Understands how to manage staffing for the traffic flow. For example, sending stylists home when

slow or calling them in early when busy.


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SALON TEAMWORK

Leads and inspires others. Solves problems or proposes solutions. Knows employee’s personal goals and supports their achievements. Encourages and participates in salon activities. Takes initiative in creating new activities. Supports employees in preventing or resolving issues that could disrupt teamwork. Supports receptionists (if applicable) to complete cleaning duties at the end of the shift or day. Informs manager of incidents, grievances, and complaints of importance.

ADMINISTRATIVE

Completes all required paperwork on time. Records haircut adjustments immediately. Follows up on haircut adjustments with stylist and is able to identify patterns. Handles bank deposits and related worksheets correctly. Communicates cash over/short and possible reasons to the manager at end of shift.

LEADERSHIP SKILLS

Takes initiative and exercises good judgment in decision making. Is resourceful in handling problems, anticipates problems or opportunities, and plans ahead. Completes delegated tasks willingly and in a timely manner. Manages from the floor and uses own and other’s time effectively. Understands the goals and vision of the salon, adopts them as their own, and supports the

management team and employees in achieving them. Knows the role of setting objectives and plays a definite role in achieving them. Takes initiative in knowing the key goals of each employee and assist in their accomplishments. Is clearly in charge and responsible during the shift and the salon runs well in manager’s absence. Manages consistently with manager using the same standards and expectations. Gives credit for success and takes responsibility for weaknesses. Sets the perfect example and demonstrates enthusiasm and use the Moments of Truth at all times.

Has a positive attitude towards the job, excellent attendance, and always dresses professionally.



Signature:

Cc: Employee File



2016 2017

MANAGER PERFORMANCE GUIDELINES

NOTE: These guidelines are in addition to the stylist performance guidelines.

SALON ATMOSPHERE Generates and maintains a friendly, cheerful, and professional environment in the salon where

guests feel welcome and their satisfaction is consistently met and exceeded. Encourages employees to be friendly, enthusiastic, and courteous while servicing our guests. Sets the pace, rhythm, and keeps the spirit high. Looks for new ways to create an uplifting

atmosphere. Aware of the entire salon operation, handles situations effectively and with confidence. Handles incidents that are disruptive to the atmosphere of the salon in an appropriate area. Sees the salon from guest’s perspective. Salon surroundings are pleasant such as music and volume,

temperature and conversations. Motivates employees to take pride in keeping the salon clean and inviting. Sees that employees

clean up during slow times instead of sitting in the back room and that receptionists (if applicable) keep up with those duties that contribute to a good salon atmosphere.

Employees understand and follow company policies and guidelines. Employees have a professional appearance and follow the salon dress code. Employees take initiative and pride of ownership in the appearance of the salon. Reports any maintenance issues to the franchisee. Conducts effective salon meetings. Makes sure that stylists have sufficient tools and equipment on hand and equipment is in good

working order.

GUEST AND EMPLOYEE RELATIONS

All employees use Moments of Truth with every guest. All employees are professional, project confidence, have presence and have a comfortable

relationship with the guests. All conversations with guests are kept professional. All employees provide consistent high quality service and are aware of guest’s needs from start to

finish. All guests leave with a favorable impression of our salon. Handles incidents with guests in a pleasant, confident manner so guests feel supported and

satisfied. Documents important incidents on Guest Satisfaction Report. Handles incidents with employees comfortably, in a timely manner and communicates expectations

clearly. States facts only, keeps conversation on a professional level, and does not let personal feelings interfere. Documents important conversations on a Documentation Form. Documents ideas, as well as poor performance and follows up accordingly.

Knows when to step in during a haircut and is not afraid to do so. Recognizes patterns that prevent stylists from being efficient.

Is respectful and encourages employees when coaching, provides neutral observations, is specific, and gives praise for a job well done.

Participates in pre-training and post-training of new employees. Makes new employees feel part of the team. Informs other members of the management team daily of important incidents, conversations, etc.,

so everyone is up to date.


2016 2017

TECHNICAL PERFORMANCE OF THE SALON Stylists are receptive to feedback which is done daily by each member of the management team or

throughout the week with follow-up if necessary. New stylists are effectively developed in a reasonably short time to do quality haircuts in an

efficient way. Stylists are skillful and confident performing any type of haircut and style. They make suggestions

for style changes, are creative in hairstyle design and finishing touches, and are proficient with current haircutting tools and equipment.

Stylists are proficient in performing all services. Technical adjustments are minimal. Haircut adjustments are recorded immediately and follow up on haircut adjustments with each

stylist is completed in a timely manner.

PROFESSIONAL PRODUCT SKILLS Employees are fully aware of the importance of product sales. Employees are motivated and educated to recommend the right products for each guest’s type of

hair and lifestyle. Stylists make it a part of their service to generate guest interest by using products in their hair and

showing them how to blow-dry and style. Stylists and receptionists work as a team to complete the service by recommending products at the

desk. Continually generates an atmosphere where employees are enthusiastic about selling products. Responsible for product sales in the salon. Assists employees in promoting products. Oversees that product shelves are well stocked.

RECEPTIONIST EFFECTIVENESS (IF APPLICABLE)

Greets guests cheerfully and appropriately. Effectively informs guests about procedures. Has excellent phone technique. Communicates wait times appropriately. Responsible and accountable for the cash over/short on shift and keeps them to a minimum. Properly trains new receptionists in a timely manner.

ASSISTANT / SHIFT MANAGER EFFECTIVENESS (IF APPLICABLE)

Understands, supports, and maintains employee and guest guidelines and procedures. Is respected by other employees and is flexible to the needs of the salon. Is efficient and responsible for the smooth performance of the salon during their shift. Has the same vision, standards, and expectations as the manager. The salon runs well in manager’s absence. The manager has complete trust in the management team and their judgment. Managers use own time and that of others in an efficient and responsible way and delegate

appropriately and effectively.


2016 2017

ADMINISTRATIVE Completes all required paperwork on time. Accurately reports time cards. Frequently reviews Daily Closeout Reports. Conducts salon audits in a timely manner. Completes all documentation forms in a timely manner. Knows the purpose of the weekly reports. Records haircut adjustments immediately. Follows up on haircut adjustments with stylists and is able to identify patterns. Handles bank deposits and related worksheets correctly. Communicates cash over/short and possible reasons to the franchisee at end of shift.

INTERVIEWING & NEW EMPLOYEE ONBOARDING

Represents SmartStyle enthusiastically in interviews and creates a picture of a pleasant working environment that leaves prospective employees with a favorable impression of our salon.

Able to draw applicants into conversations and is effective in selecting appropriate employees. Conducts thorough onboarding with new employees. Clearly communicates expectations at the start of employment: follow-up, coaching, redirection,

and reinforcement. Makes sure these are appropriately and consistently administered.

COMMUNICATION

Communication with the employees is fair, objective, and straightforward. Incidents are handled in a timely manner, with a positive approach. Establishes a climate where employees are receptive to open and honest communication and feel

safe to express their point of view. Important conversations are properly documented on the appropriate forms.

PERFORMANCE REVIEWS

Evaluations are straightforward and represent honest observations and feedback along with offering support and suggestions.

Employees are encouraged to participate in their performance evaluations. Employees feel comfortable expressing their opinions. Employees are motivated to set goals. Conducted in a timely manner.

EMPLOYEE DEVELOPMENT Coaches employees to sustain and improve job performance. Works with employees to develop their potential and increase value in the salon. Encourages and motivates employees to venture into opportunities for advancement. Takes visible and meaningful action to recruit and develop employees.


2016 2017

EMPLOYEE ATTENDANCE / SCHEDULING Ensures employees adhere to the schedule. Ensures employees are conscientious about being on time and servicing guests according to their

schedule. The salon is not understaffed because of attendance. The employees are flexible about their schedule and willing to work overtime and split shifts, when

necessary. Ensures that shifts are filled as scheduled, employees are on the floor when clocked in, and that

stylists take the next guest as soon as the previous service is completed. Schedules effectively for guest flow.

GOALS & OBJECTIVES

Initiates goal setting and action planning for the salon. Explains objectives and expectations clearly to employees. Builds trust by involving employees and encourages them to participate actively in the goals and

the action planning process of the salon. Shows confidence in employees, has realistic expectations, and checks that the employees fully

understand communication. Knows employee’s personal goals and supports their achievements. Has an impact on the salon’s goals through effective coaching and acknowledgments.

SALON TEAMWORK

Able to lead and inspire others. Solves problems or proposes solutions. Encourages and participates in salon activities. Takes initiative in creating new activities. Supports employees in preventing or resolving issues that could disrupt teamwork. Informs the management team of incidents, grievances, and complaints of importance.


2016 2017

LEADERSHIP SKILLS Demonstrates enthusiasm and excellent guest service. Has a professional attitude towards the job. Manages from the floor. Understands all elements of the job. Plans ahead and is organized. Demonstrates good judgment. Takes initiative and exercises good judgment in decision making. Is resourceful in handling problems, anticipates problems or opportunities, and plans ahead. Completes delegated tasks willingly and in a timely manner. Understands the goals and vision of the salon, adopts them as their own, and supports the

management team and employees in achieving them. Knows the role of setting objectives and plays a definite role in achieving them. Takes initiative in knowing the key goals of each employee and assists in their accomplishments. Is clearly responsible during the shift and the salon runs well in the manager’s absence. Manages consistently using the same standards and expectations. Gives credit for success and takes responsibility for weaknesses. Sets the perfect example and demonstrates enthusiasm and uses the Moments of Truth at all times.

Has a positive attitude towards the job, excellent attendance, and always dresses professionally.



Signature:

Cc: Employee File


2016 2017

APPLICATION FOR EMPLOYMENT [Company name], An Equal Opportunity Employer.

Reasonable accommodations will be provided as required by law.

Last Name First Name Middle Initial Social Security Number:

Street Address City/State Zip Code Phone Number:

If hired, can you provide evidence of legal eligibility to work in the U.S.?

Any offer of employment is conditioned upon completing form I-9 and providing the appropriate documents for identity and work authorization. Where appropriate and permitted or required by state or federal law, a criminal background check and/or drug test may be required prior to employment.

Position Desired: Wage/Salary Desired: Full Time? Part Time?

Date you can begin work?

Are you 18 years of age or older? If under 18 years of age, you will be required to submit a birth certificate or work certificate as required by state or federal law.

Name of high school attended: City & State Graduate? GED?

Name of college or technical school: City & State Graduate? Degree? Major:

Are you presently enrolled in school? If yes, give name & address of school and expected degree date:

List any job-related skills or accomplishments, including military service:

- Your Availability For Work - Monday Tuesday Wednesday Thursday Friday Saturday Sunday

From:

To:

Total hours per week you are available to work:

Do you have any special requests or needs for a work schedule?

- Provide Three References Who Are Not Former Employers Who We May Contact -

Name and Occupation How do you know them, and for how long? Phone Number


2016 2017

Your Employment History List names of employers with present or last employer listed first.

May we contact current employers before you are offered a position? _____ Name of Employer:

Job Title:

Duties: Address:

Dates of Employment: From: To:

City, State, Zip Code

Hourly pay or salary: Starting pay: Ending pay:

Supervisor: Telephone:

Reason for Leaving:

Name of Employer:

Job Title:

Duties: Address:





Reason for Leaving:

Name of Employer:

Job Title:

Duties: Address:





Reason for Leaving:


2016 2017

CAREFULLY READ EACH STATEMENT BEFORE SIGNING AT THE BOTTOM

I certify that all of the information provided in this employment application is true and complete to the best of my knowledge, and I authorize investigation of all statements contained in this application, including a criminal background, credit history check, and drug test, where applicable and permitted by law. I understand that any false or incomplete information may disqualify me from further consideration for employment and may result in my immediate discharge if discovered at a later date.

I understand and acknowledge that unless otherwise defined by applicable law or written agreement with [company name], any employment relationship with the [company name] will be “employment at will.” This means that I may resign at any time and you, the employer, may discharge me at any time, with or without cause, and with or without advance notice.

I authorize the investigation of any or all statements contained in this application and also authorize any person, school, current employer, past employers, and other organizations to provide information concerning my previous employment and other relevant information that may be useful in making a hiring decision. I release such persons and organizations from any legal liability in making such statements.

I have read, understand, and agree to the above statements. Signature:

Date:

© 2013 - www.UrgentBusinessForms.com - All Rights Reserved


2016 2017

INTERVIEWING INTERVIEW CHECKLIST

REVIEW THE APPLICATION

Applicants should have completed and signed your application for employment. Do not take resumes alone because they may contain discriminatory information (information about family life, race, religion, etc.).

Review each application to determine if candidates are qualified for the position.

INTERVIEW CHECKLIST

Location for the interview should be private and free from interruption. Interviews should be scheduled as soon as possible. Break the ice:

Introduce yourself Explain the purpose of the interview Ask “getting to know you” questions

(review application with the candidate) Ask qualifying questions

Find out about the applicant: (use the same sample interview questions with each applicant) Ask Moments of Truth questions Ask Moments of Truth service scenarios Ask salon manager interview questions, if applicable

Talk about your salon: Brand Promise Education Product sales Job description Hours / pay Evaluations Benefits

Ask for questions.


2016 2017

CLOSE THE INTERVIEW Applicants You Choose to Hire If you think the applicant is a good fit for your salon, we recommend the following steps:

Thank the candidate for coming in for an interview. Determine the applicant’s motivation to work at your salon. Discuss the technical interview process and when that will take place. Give the applicant your business card with the salon phone number with direction to call if there are

any further questions, if applicable. Let the candidate know when you will make your decision, if applicable. Make introductions to other employees as you escort the applicant to the door. Check references.

Applicants You Choose Not to Hire: If you choose not to hire the applicant in your salon, we recommend the following steps:

Thank the candidate for coming in for an interview. Tell the applicant, “I have a few more interviews to do. I will hire the best-qualified person for the

job. You will hear back from me regarding the job within a few days.” Follow up with the applicant and let him/her know you have extended offers to other candidates and

his/her application will be kept on file for future openings. Send letter to applicants you choose not to hire.

HIRE THE CANDIDATE

If the references are verified and good and you think the candidate will make a great employee in your salon, we recommend the following steps for hiring your new employee:

Extend an offer to the candidate. Make sure that the person understands all the terms and conditions of the job offer:

o Position

o Salary

o Starting date

Set up dates and times for onboarding.

NOTE: DO NOT WRITE ON THE APPLICATION.

Notes should be made on a separate piece of paper after the applicant has left. Do not staple or tape notes to the application.


2016 2017

INTERVIEW QUESTIONS

GETTING TO KNOW YOU QUESTIONS What prompted you to apply? What do you know about us? Tell me about your previous job history. What were some of your responsibilities? Tell me about your last job and why you left. What makes this career interesting for you? What do you hope to be doing in five years? Tell me about the best run salon you have worked in.

MOMENTS OF TRUTH QUESTIONS Tell me about a time you had to bend the rules to satisfy a guest or help a co-worker in a salon. Describe teamwork to me. Describe excellent guest service to me. Tell me about a service you had with one of your guests that you felt really good about. Tell me about a service experience you had with one of your guests that you felt you could have

improve on. At your previous job, whose responsibility was it to answer the phone? What did it sound like? At your previous job, whose responsibility was it to greet guests? What did that look like? Tell me about a time you thought of and implemented an idea that improved business in the salon

where you worked. Tell me how you’ve gone about recommending color to your guests in the past. Have you noticed anything about how we run our salon that you like or don’t like? What product lines are you familiar with? What do you talk about with your guests while cutting or shampooing?

QUALIFYING QUESTIONS Do you have a valid Cosmetology License? Is there anything that would prevent you from performing any of the duties we talked about? Are you available to work a flexible schedule, including nights and weekends? Are you open to learning a new haircutting technique? Are you comfortable with our service offerings (color, wax, product recommendations, etc.)?


2016 2017

MOMENTS OF TRUTH SCENARIO QUESTIONS A guest is in your chair, but is not sure of the style they are looking for. What do you do? What does

the conversation sound like? A guest comes in and has a hard time describing what they want and you are unclear about what

the guest is requesting. What do you do? Pretend I am your next guest. How would you introduce yourself to me? A guest is in your chair and is watching you as you cut his/her hair, but does not say anything.

What do you do? A guest comes in and requests a style that you don’t think will suit them? What do you say? It is 1:30pm and you are hungry, have worked through without a break since 9am. There are two

guests in the lobby and the next stylist doesn’t begin her shift until 2pm. What do you do? A guest comes in and is very upset about a service they received yesterday. How do you respond? There is a child in your chair that has been getting a haircut. The child starts to kick and scream.

What do you do? There has been a guest waiting in the lobby for half an hour. He is looking at you, pacing and

looking at his watch. What do you do? Pretend that you have cut my hair and are now ringing up the sale. What do you say before I leave?

SALON MANAGER INTERVIEW QUESTIONS

Tell me why you are interested in a salon manager position at SmartStyle. What strengths would you bring to this position? What do you feel you could improve on? What is most important when hiring a stylist? How would you handle a stylist who was consistently late for work? How would you handle a guest who claims a hairstylist was rude? What successful ideas would you implement to increase salon business? Tell me about a time when you had to deal with a co-worker or manager with a negative attitude. What would you do to help your stylists be successful?


2016 2017

PERFORMANCE DOCUMENTS RECEPTIONIST SELF-EVALUATION

Name: Date: Position: Salon: Evaluation Period From: To:

The purpose of a self-evaluation is for you to share your major accomplishments, goals, and objectives for your growth and development with your manager. It is a way to participate in your performance review. The self-evaluation allows the opportunity for meaningful, open communication between you and your manager.

GUEST SERVICE / MOMENTS OF TRUTH YES NO I answer the phone with a friendly and smiling voice and use my own name. I communicate clearly and give complete information in person and on the phone. I have a professional relationship with guests and am confident. I welcome all guests with a smile, a friendly greeting, and use eye contact. I explain our salon to all new guests and acquaint them with all of our services, salon hours, etc.

I collect all guest information and enter it in the POS. I estimate wait times accurately. I frequently update guests about any changes to wait time changes.

I demonstrate a clear priority with guests and make them feel welcome at all times. I recognize and acknowledge regular guests and make them feel welcome as they wait. I make new guests feel welcome while they wait. I talk with guests while they wait. I always remain at the front desk unless attending to other duties. I keep magazines and style books organized and current. I invite guests to return. I handle unusual or difficult situations appropriately and efficiently. I always collect the name and telephone number from an upset guest and make certain that the manager gets full information about the incident.

I encourage guests to stay in order to reduce voids and walkouts. I thank all guests for coming in and invite them back. I assist stylists with tracking the guest preferences in the profiles in the POS.

PRODUCT SALES SKILLS YES NO I have a thorough knowledge of all products we carry. I consistently offer products to guests and make skillful recommendations along with remind them of the current promotions.

I listen and look for all opportunities to ask guests who seem interested in products on display if they have any questions and discuss products with guests waiting in reception area instead of being preoccupied with other things.

I assist the stylists by working as a team in following up with the guest on products the stylists have recommended.

I answer any questions the guest has and complete the sale on stylist's ticket. I am educated to recommend the right product for a guest’s hair type. I make certain not to interfere with the stylist's recommendation. I keep products well stocked and organized on all shelves as well as dust free.

RELIABILITY YES NO I strive for no absences. I strive to be on time. I am on the floor at the start of my shift and return on time from lunch and breaks.


2016 2017

TEAM WORK YES NO I communicate new ideas, suggestions, complaints, or concerns to the management team. I handle unusual or difficult situations and know when to ask for assistance from the management team.

I am flexible with regards to schedule, willing to stay late, and come in early or on a day off. I am willing and helpful at all times. I appear enthusiastic and motivated. I do not allow personal problems to influence my performance. I contribute to keeping an uplifting atmosphere in the salon. I accept feedback well and respond well to coaching. I am enthusiastic and supportive about any changes in the salon. I am pleasant, positive, and demonstrate kindness for co-workers. I keep conversations in the salon appropriate and positive. I do not use the phone or my cell phone except for emergency or business related purposes while on my shift.

I am a team player. I participate in salon activities and support other employees. I assist other employees when needed. I am willing to work for fellow employees in an emergency.

I am fully responsible for my shift and make certain that it is covered for the time scheduled. I take responsibility for cleaning duties and support other employees with theirs. I utilize time efficiently. I set goals for myself and give ideas or suggestions for my salon goals. I strive to achieve my goals and assist in achieving the salon goals.

I am a good example for others.

ADMINISTRATIVE YES NO I am responsible and accountable for the cash over/short on my shift and keep to a minimum.

I understand service pricing and complete all information on the sales tickets, attach discount coupons, etc.

I complete a Daily Closeout Report at the end of the business day if I am on shift. I understand how to process gift cards. I assist the manager in keeping an accurate inventory count. I inform the manager when we are low on certain products or supplies for timely reordering. I price products immediately upon delivery before being put away on the shelves.

SALON APPEARANCE YES NO I sanitize combs/brushes frequently and keep them free of hair. I keep a sufficient supply of clean combs, brushes, and towels on hand for the stylists and keep water bottles and neck strip containers filled.

I complete laundry duties of towels regularly to keep a sufficient supply on hand. I sweep frequently to keep floor free of hair and empty trash baskets/bins when full. I frequently clean all glass and mirrors and keep free of smudges and finger prints including the front door.

I keep the area outside of the salon clean and free of garbage. I handle pressure well when salon is busy.

PROFESSIONAL APPEARANCE YES NO I project confidence while communicating with guests. I have a professional appearance. I follow the salon dress code. I arrive at work ready to immediately go on the floor. I do not need to do hair, make-up, manicure, or change clothes after clocking in.


2016 2017

MY GOALS

AREAS OF DEVELOPMENT:

MY GOALS RECAP FOR THE LAST SIX MONTHS:

MY GOALS FOR THE NEXT SIX MONTHS:

SIGNATURE: DATE:


2016 2017

STYLIST SELF EVALUATION Name: Date: Position: Salon: Evaluation Period From: To:

The purpose of a self-evaluation is to share your major accomplishments and your own goals and objectives for your growth and development with your manager. It is a way to participate in your manager’s performance review of you. The self-evaluation allows the opportunity for meaningful, open communication between you and your manager.

MOMENTS OF TRUTH GUEST EXPERIENCE YES NO I welcome all guests with a smile, a friendly greeting, and use eye contact. I collect the guest’s information and place it in the POS. I confirm the guest’s requested service(s) and offer additional services. I communicate the number of guests waiting ahead of them and estimate a wait time. I maintain a tidy and organized station. I meet the guests in the waiting area, introduce myself, walk them to the chair, and hold the chair while they sit down.

I take the service ticket to the station for each guest. I face the guests for the initial consultation and give my full attention to how a guests want their hair to look. I ask the right questions and listen and repeat.

I give professional recommendations, determine a style best suited for the guest’s face, lifestyle, and hair texture, and consult style books if necessary.

I drape the guests after the consultation. I confirm physical comfort of water temperature and chair during a shampoo. I provide each guest with a relaxing scalp massage. I maintain the shampoo area before going back to my station. I am professional, project confidence, and build relationships with the guests using positive body language, facial expressions, and voice tones.

I keep conversations with the guests professional. I educate each guest throughout the service. I provide a satisfying experience for all guests and I will ask for assistance if not able to. I finish by thanking each guest and invite each guest to come back. I track the guest’s preferences in their profile in the POS. I complete the service by following up at the front desk with recommended hair care products. I take the next guest as soon as the previous service is completed.

PROFESSIONAL PRODUCT SKILLS YES NO I use product on every guest. I discuss the monthly product promotions. I have thorough knowledge of all products in the salon. I am not afraid to recommend the right product for each guest’s type of hair.

I consistently educate my guests on their hair care needs and make skillful recommendations. I take advantage of all opportunities to discuss products and educate the guests during the service, tell them what products would be best for hair, let them know what it will do for their hair, use products on the guests’ hair, and make certain to have a variety of products displayed at the station.

I work as a team with the receptionist (if applicable). I let the receptionist know what products I have recommended and ask to complete the sale on the ticket. I assist the receptionist on any product questions.

I listen for the opportunity to make product recommendations. I have an average or above product sales percentage.

TEAM WORK YES NO I communicate new ideas, suggestions, complaints, or concerns to the management team. I handle unusual or difficult situations and know when to ask for assistance from the management team.


2016 2017

I am flexible with regard to schedules, willing to stay late, come in early or on day off if necessary.

I am willing to help at all times. I appear enthusiastic and motivated at all times. I do not allow personal problems to influence my performance. I contribute to keeping an uplifting atmosphere in the salon. I accept feedback well and respond well to coaching. I am enthusiastic and supportive about new salon programs. I am pleasant, positive, and demonstrate obvious respect for my team. I keep conversations in the back room appropriate and positive. I do not use the salon phone or my cell phone except for emergency while I am clocked in. I am a team player. I participate in salon activities and support my team. I assist my team when needed. I am willing to work for other employees in an emergency. I am fully responsible for my shift and make certain that it is covered for the time scheduled. I take responsibility for cleaning duties and support my team with theirs. I waste no time at the end of shift and will take another guest, if possible, when there is a long wait before clocking out.

I set goals for myself and share ideas or suggestions for salon goals. I strive to achieve my own goals and the salon goals.

I am a good example for others. RELIABILITY YES NO I strive for no absences. I strive to not be late. I am on the floor at start of shift and return on time from lunch and breaks.

TECHNICAL ABILITY YES NO I am sensitive to problem areas such as cowlicks and receding hairlines to make positive recommendations.

I utilize a proper head position based on the design line I am creating. I cut a guide that is noticeable yet adjustable, if needed. I make clean, neat partings, combing straight out from the part. I use my fingers to push the comb for even tension. I raise the chair to my comfortable cutting level. I palm the shears. I cut in the groove of my finger for clean lines, not cutting past my second knuckle. I efficiently keep the hair combed neatly and work in an organized manner. I do not over comb in order to portray confidence.

I cut to my guide and cross check in the opposite direction. I remove only a minimal amount of hair when checking a haircut. I check for overall balance and proportion of the haircut. I ensure that the hair is at least 80% dry when the haircut is finished.


2016 2017

CREATIVITY YES NO I am able to see in my mind what a change of style will look like on guest. I am aware of facial shapes and hair textures to determine style best suited to guest.

I suggest additional services to the guests and am confident doing them. I am skillful and confident about achieving desired styles by using product and hot tools. I am also efficient and utilize my time effectively in performing these services.

I am proficient and comfortable with all approved tools. I have the desire to grow professionally with any new tools. I implement new information learned from seminars.

I complete all services with recommending products so the guest is able to achieve the same hairstyle at home.

HAIRCUT ADJUSTMENTS YES NO I have minimal haircut adjustments. I know and understand what guests want in order to reduce haircut adjustments by effective communication with the guest before and after the haircut.

I am courteous with guests when they return for an adjustment. I am able to identify certain patterns on adjustments when discussed with the management team and am open to honest and effective feedback given.

I ask for assistance with any particular problems and willingly take advantage of new trends.

APPEARANCE YES NO I project confidence while communicating with guests and working the leaseline. I have a professional appearance. I have a fashionable hairstyle. I wear appropriate make-up. I have well-manicured nails. I follow our company dress code. I am creative with the color coordination and use of accessories. I arrive at work ready to immediately go on the floor. I do not need to do hair, make-up, manicure, or change wardrobe after clocking in.


2016 2017

MY GOALS



MY GOALS FOR THE NEXT SIX MONTHS:

SIGNATURE: DATE:


2016 2017

ASSISTANT/SHIFT MANAGER SELF-EVALUATION Name: Date: Position: Salon: Evaluation Period From: To: The purpose of a self-evaluation is to share your major accomplishments and your own goals and objectives for your growth and development with your manager. It is a way to participate in your leader’s performance review of you. The self-evaluation allows the opportunity for meaningful, open communication between you and your manager. In addition to this self-evaluation, you should also complete the Stylist Self-Evaluation. SALON ATMOSPHERE YES NO I generate and maintain a friendly, cheerful, and professional environment in the salon where guests feel welcome and their satisfaction is consistently met and exceeded.

I encourage employees to be friendly, enthusiastic, and courteous while servicing our guests. I set the pace, rhythm, and keep the spirit high. I look for new ways to create an uplifting atmosphere.

I am aware of the entire salon operation, handle situations effectively and with confidence. I handle incidents that are disruptive to the atmosphere of the salon in an appropriate area. I see the salon from a guest’s perspective. Salon surroundings are pleasant such as music and volume, temperature, and conversations.

I ensure that shifts are filled as scheduled, employees are on the floor when clocked in, and that stylists take the next guest as soon as the previous service is completed.

I motivate employees to take pride in keeping the salon clean and inviting. I see that employees clean up during slow times instead of sitting in the back room and that receptionists (if applicable) keep up with those duties that contribute to a good salon atmosphere.

GUEST AND EMPLOYEE RELATIONS YES NO I handle incidents with guests in a pleasant, confident manner so guests feel supported and satisfied. I document important incidents on the Guest Satisfaction Report.

I handle incidents with employees comfortably, in a timely manner and communicate expectations clearly. I state facts only, keep conversation on a professional level and do not let my personal feelings interfere. I document important conversations on a Documentation form. I document ideas, as well as poor performance and follow-up accordingly.

I know when to step in during a haircut and am not afraid to do so. I recognize patterns that prevent stylists from being efficient.

I am respectful and encourage employees when coaching, provide neutral observations, am specific, and give praise for a job well done.

I support my manager by assisting in pre-training and post-training of new employees. I make new employees feel like part of the team. I inform my manager and other members of the management team daily of important incidents, conversations, etc., so everyone is up to date.

SALON OPERATIONS YES NO I know the purpose of my manager’s weekly reports and how to read them. I assist in scheduling effectively. I am responsible for product sales during my shift. I assist employees in promoting products. I oversee that product shelves are well stocked. I have an impact on the salon’s goals through effective coaching and acknowledgments. I make sure that stylists have sufficient tools and equipment on hand and equipment is in good working order.

I understand how to manage staffing for the traffic flow. For example, sending stylists home when slow or calling them in early when busy.


2016 2017

SALON TEAMWORK YES NO I am able to lead and inspire others. I solve problems or propose solutions. I know the employee’s personal goals and support their achievements. I encourage and participate in salon activities. I take initiative in creating new activities. I support the employees in preventing or resolving issues that could disrupt teamwork. I support the receptionists (if applicable) to complete cleaning duties at the end of the shift of day.

I inform my manager of incidents, grievances, and complaints of importance.

ADMINISTRATIVE YES NO I complete all required paperwork on time. I record haircut adjustments immediately. I follow-up on haircut adjustments with stylists and am able to identify patterns. I handle bank deposits and related paperwork correctly. I communicate cash over/short and possible reasons to the manager at end of day.

LEADERSHIP SKILLS YES NO I take initiative and exercise good judgment in decision making. I am resourceful in handling problems, anticipate problems or opportunities and plan ahead.

I complete delegated tasks willingly and in a timely manner. I manage from the floor, use my own and other’s time effectively. I understand the goals and vision of the salon, adopt them as my own, and support the management team and employees in achieving them.

I know the role of setting objectives and play a definite role in achieving them. I take initiative in knowing the key goals of each employee and assist in their accomplishments.

I am clearly responsible during my shift and the salon runs well in my manager’s absence. I manage consistently with my manager using the same standards and expectations. I give credit for success and take responsibility for weaknesses. I set the perfect example and demonstrate enthusiasm and use the Moments of Truth at all times. I have a positive attitude towards my job, excellent attendance, and always dress professionally.


2016 2017

MY GOALS



MY GOALS FOR THE NEXT 6 MONTHS

SIGNATURE: DATE:


2016 2017

MANAGER SELF-EVALUATION Name: Date: Position: Salon: Evaluation Period From: To:

The purpose of a self-evaluation is to share your major accomplishments and your own goals and objectives for your growth and development with your leader. It is a way to participate in your leader’s performance review of you. The self-evaluation allows the opportunity for meaningful, open communication between you and your manager. In addition to this self-evaluation, you should also complete the Stylist Self-Evaluation.

SALON ATMOSPHERE YES NO I generate and maintain a friendly, cheerful, and professional environment in the salon where guests feel welcome and their satisfaction is consistently met and exceeded.

I encourage employees to be friendly, enthusiastic, and courteous while servicing our guests. I set the pace, rhythm, and keep the spirit high. I look for new ways to create an uplifting atmosphere.

I am aware of the entire salon operation, handle situations effectively and with confidence. I handle incidents that are disruptive to the atmosphere of the salon in an appropriate area. I see the salon from a guest’s perspective. Salon surroundings are pleasant such as music and volume, temperature, and conversations.

I motivate employees to take pride in keeping the salon clean and inviting. I see that employees clean up during slow times instead of sitting in the back room and that receptionists (if applicable) keep up with those duties that contribute to a good salon atmosphere.

Employees understand and follow company policies and guidelines. Employees have a professional appearance and follow the salon dress code. Employees take initiative and pride of ownership in the appearance of the salon. I report any maintenance issues to the franchisee. I conduct effective salon meetings. I make sure that stylists have sufficient tools and equipment on hand and equipment is in good working order.

GUEST AND EMPLOYEE RELATIONS YES NO All employees use Moments of Truth with every guest. All employees are professional, project confidence, and have a comfortable relationship with the guests.

All conversations with guests are kept professional. All employees provide consistent high quality service and are aware of guest’s needs from start to finish.

All guests leave with a favorable impression of our salon. I handle incidents with guests in a pleasant, confident manner so guests feel supported and satisfied. I document important incidents on the Guest Satisfaction Report.

I handle incidents with employees comfortably, in a timely manner, and communicate expectations clearly. I state facts only, keep conversations on a professional level and do not let personal feelings interfere. I document important conversations on a Documentation Form. I document ideas, as well as poor performance and follow up accordingly.

I am respectful and encourage employees when coaching, provide neutral observations, am specific, and give praise for a job well done.

I make new employees feel part of the team. I inform other members of the management team daily of important incidents, conversations, etc., so everyone is up to date.


2016 2017

TECHNICAL PERFORMANCE OF THE SALON YES NO Stylists are receptive to feedback which is done daily by each member of the management team or throughout the week with follow-up if necessary.

New stylists are effectively developed in a reasonably short time to do quality haircuts in an efficient way at SmartStyle.

Stylists are skillful and confident performing any type of haircut and style. They make suggestions for style changes, are creative in hairstyle design and finishing touches, and are proficient with current haircutting tools and equipment.

Stylists are proficient in performing all services. Technical adjustments are minimal. Haircut adjustments are recorded immediately and I follow up on haircut adjustments with each stylist in a timely manner.

PROFESSIONAL PRODUCT SKILLS YES NO Employees are fully aware of the importance of product sales. Employees are motivated and educated to recommend the right products for each guest’s type of hair and lifestyle.

Stylists make it a part of their service to generate guest interest by using products in their hair and showing them how to blow-dry and style.

Stylists and receptionists work as a team to complete the service by recommending products at the desk.

I continually generate an atmosphere where employees are enthusiastic about selling products.

I am responsible for product sales in our salon. I assist employees in promoting products. I oversee that product shelves are well stocked and orders as placed as necessary.

RECEPTIONIST EFFECTIVENESS (IF APPLICABLE) YES NO Greets guests cheerfully and appropriately. Effectively informs guests about procedures. Has excellent phone technique. Communicates wait times appropriately. Responsible and accountable for the cash over/short on shift and keep them to a minimum. New receptionists are properly trained in a timely manner.

ASSISTANT / SHIFT MANAGER EFFECTIVENESS (IF APPLICABLE) YES NO My team understands, supports, and maintains employee and guest relationships using guidelines and procedures.

My team is respected by other employees and are flexible to the needs of the salon. Is efficient, clearly in charge, and responsible for the smooth performance of the salon during their shift.

My team has the same vision, standards, and expectations as me. The salon runs well in my absence. I have complete trust in my team and their judgment. I use my own time and that of others in an efficient and responsible way and delegate appropriately and effectively.


2016 2017

ADMINISTRATIVE YES NO I complete all required paperwork on time. I accurately report time cards. I frequently review Daily Closeout Reports. I conduct salon audits in a timely manner. I complete all documentation forms in a timely manner. I know the purpose of the weekly reports. I record haircut adjustments immediately. I follow up on haircut adjustments with stylists and am able to identify patterns. I handle bank deposits and related paperwork correctly. I communicate cash over/short and possible reason to the franchisee at the end of a shift.

INTERVIEWING & NEW EMPLOYEE ONBOARDING YES NO I represent SmartStyle enthusiastically in interviews and create a picture of a pleasant working environment that leaves prospective employees with a favorable impression of our salon.

I am able to draw applicants into conversation and am effective in selecting appropriate employees.

I conduct thorough onboarding with new employees. I clearly communicate expectations at the start of employment: follow-up, coaching, redirection, and reinforcement and make sure they are appropriately and consistently administered.

COMMUNICATION YES NO Communication with the employees is fair, objective, and straightforward. Incidents are handled in a timely manner, with a positive approach. I establish a climate where employees are receptive to open and honest communication and feel safe to express their point of view.

Important conversations are properly documented on the appropriate forms.

PERFORMANCE REVIEWS YES NO Evaluations are straightforward and represent honest observations and feedback along with offering support and suggestions.

Employees are encouraged to participate in their performance evaluations. Employees feel comfortable expressing their opinions. Employees are motivated to set goals. Conducted in a timely manner.

EMPLOYEE DEVELOPMENT YES NO I coach employees to sustain and improve job performance. I work with employees to develop their potential and increase value in the salon. I encourage and motivate employees to venture into opportunities for advancement. I take visible and meaningful action to recruit and develop employees. I coach employees to properly work the leaseline.


2016 2017

EMPLOYEE ATTENDANCE / SCHEDULING YES NO Employees adhere to the schedule. Employees are conscientious about being on time and servicing guests according to their schedule.

The salon is not understaffed because of attendance. The employees are flexible about their schedule and willing to work overtime and split shifts, when necessary (if applicable).

I ensure that shifts are filled as scheduled, employees are on the floor when clocked in, and that stylists take the next guest as soon as the previous service is completed.

I schedule appropriately for guest flow.

GOALS & OBJECTIVES YES NO I initiate goal setting and action planning for the salon. I explain objectives and expectations clearly to employees. I build trust by involving employees and encourage them to participate actively in the goals and the action planning process of the salon.

I show confidence in employees, have realistic expectations and check that the employees fully understand communication.

I know the employee’s personal goals and support their achievement. I inform the management team of incidents, grievances, and complaints of importance.

LEADERSHIP SKILLS YES NO I demonstrate enthusiasm and excellent guest service. I have a professional attitude towards my job. I manage from the floor. I understand all elements of my job. I plan ahead and am organized. I demonstrate good judgment. I take initiative and exercise good judgment in decision making. I am resourceful in handling problems, anticipate problems or opportunities, and plan ahead.

I complete delegated tasks willingly and in a timely manner. I understand the goals and vision of the salon, adopt them as my own, and support the management team and employees in achieving them.

I take initiative in knowing the key goals of each employee and assist in their accomplishments.

I am clearly responsible during my shifts and the salon runs well in my absence. I manage consistently using the same standards and expectations. I give credit for success and takes responsibility for weaknesses.


2016 2017

MY GOALS



MY GOALS FOR THE NEXT 6 MONTHS

SIGNATURE: DATE:


2016 2017

PERFORMANCE REVIEW

RATING SCALE 3 - Exceeds

Expectations 2 - Meets Expectations 1 - Does not Meet

Expectations 0 - Too New to Rate / New to

Role

Current Performance /Goals

Employee Rating

Employee Comments

Leader Rating

Manager Comments

STRENGTHS Employee Comments Leader Comments

Name: Date: Position: Salon: Review Period From: To:


2016 2017

DEVELOPMENT OPPORTUNITIES – Choose 2 or 3 Areas of Focus Employee Comments Leader Comments

Employee Overall Rating – Check One 3 - Exceeds

Expectations 2 - Meets

Expectations 1 - Does not

Meet Expectations

0 - Too New to Rate / New to

Role

Leader Final Rating – Check One 3 - Exceeds

Expectations 2 - Meets

Expectations 1 - Does not

Meet Expectations

0 - Too New to Rate / New to

Role

FUTURE GOALS

EMPLOYEE’S SIGNATURE: DATE:

MANAGER’S SIGNATURE: DATE:


2016 2017

DOCUMENTATION FORM


2016 2017

SEPARATION FORM Please fill out form completely Employee Information

Salon: Last Name: First Name: MI: Address: City: State: Zip: Phone Number: Social Security Number:

Separation Information

Original Hire Date: Separation Date;

Voluntary Involuntary

Reason for Separation (be specific):

Last Rate of Pay: Position:

Eligible for rehire? Yes No

Employee Signature: Date: Manager Signature: Date: Exit Interview Checklist Keys/Other Company Property recovered from employee

Send employee file to Payroll / Office Manager call main office to report separation


2016 2017

EXIT INTERVIEW Name:

Position: Salon:

Hire Date: Length of Employment (yrs/mos): Separation Date:

Please describe your reason(s) for leaving:

What did you like about the company?

What would you change?

How was your experience while working here?

Did the benefits program meet your needs?

Would you consider working for us in the future?

Exit interview completed by:

Signature Date:

2017