Home' INSTYLE Magazine : INSTYLE JAN-FEB 2017 Contents What are the top 3 things to remember during
1 Reflections on what I could do better next time: Staff members
leaving are an inevitable part of working in business. However,
putting steps in place to ensure that any one person leaving does
not affect your business as much as it has this time round
is important. Take time when reflecting to review all your
training and procedures – ensure that knowledge is shared
amongst all employees.
2 Remember workplace culture: Always try to keep staff morale
high during this period and address the elephant in the room to
stop the rumour mill dead in its tracks - let your remaining staff
know why that person has left. In my experience, the two most
common reasons for moving on are for either career progression
or moving out of the area. That being said, if the person moving
on was because they weren’t quite the right fit or were unhealthy
for the business, I think that it’s OK to acknowledge that and
professionally discuss this with the team and as a group have a
cultural realignment and refocus on the tasks and goals at hand.
3 Your business is only as strong as the people within it: Your
‘People Plan’ should be healthy and always encouraging training
and development for all staff at all levels. It should persuade staff
members to contribute to the business, its growth, and the overall
dynamics. Embracing this philosophy will spill over into the
clinic’s morale and general workplace culture. Often when this
sort of ethos is put in place, I find that when a staff member does
decide to move on it is because they do not really fit in with the
cultural aspect of the role rather than the fact that the job is not
quite right for them.
What strategies can you put in place to ensure that
you’re better prepared in the future
• Having a strong ‘People Plan’ – that is a working document,
which is constantly revised as roles, and business objectives
change and grow.
• Work on either improving or maintaining a healthy, positive,
collaborative work culture – create an environment where people
want to grow and develop in - rather than a place where toxic
staff members can manifest.
• Ensure that all staff members are aligned and share in the short,
m iddle, and long-term business objectives.
How do you maintain morale with the remaining staff
You have to be transparent and honest with conversations; also
allow the staff to speak freely in a very sacred open environment
where no one is judging each other. I honestly believe that if
DMK Skin Managing Director Daniel Dickson
has provided countless successful mentoring
programs to up and coming DMK skin clinics and
salons, here he shares some of his 'business turn
around' tricks for when staff members leave.
there is a morale problem within the business - the business
owner has allowed the culture to be ‘kidnapped’ and it is up
to them to re-establish their position as the primary driver of
culture within the business.
Morale is also something that is established at a team level
through recognition, awards, collaboration, and employees
feeling like they can contribute to the business that they decided
to work at.
What is the best way to break the news to clients?
Simply, by making it not a big deal, as if you do make a big
deal out of it, you are admitting to your clientele (and your
competitors), that this person was a significant and irreplaceable
part of the business.
We must make sure that clients do not feel that any one person
holds the key to them reaching their goals within your business
and rather views your business as a whole – the vehicle that will
allow them to reach their client based goals.
Any other advice/anecdotes?
Businesses should have a policies and procedures manual in a
salon location that is easily accessible to all staff members at all
times. This manual should include information such as:
• How to perform a consultation
• How the rooms, workstations, reception areas are to be setup
• Execution of services to ensure continuity in client experience
• How to conclude treatments and aftercare
Whenever there is change within a business, it always falls back
on how strong your education and training programs are. Often
business owners are the only ones who have this knowledge and
when I mentor salons, I always encourage owners to nominate
at least one senior member of staff to also conduct training and
empower them to share some of this responsibility with the owner.
A great way to implement this is to have the in-clinic educator
role, renu merated and incentivised based up ensuring that their
colleagues are all trained and working to the standard that is set
by the clinic owner.
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