Onboarding Employees

Franchise Training

Onboarding…Just as we do with members we need to properly on-board our employees. We want to retain them… so what’s a manager to do? You’ve got to be ready, plan your time, and make it one of the most important things you do! Be ready….

Before the 1st DayBefore the new employee reports on the first day, give them a package that provides an overall picture of the organization and conveys your excitement about them coming on board. Focus on what each area does and how all the employees are connected, but keep it light.

Include a personal welcome letter from the franchisee welcoming the new hire to the team!

Try to accomplish all paperwork as well as provide an employee handbook prior to the first day so that the employee can get a good idea of the organization and the expectations before they actually come in for their first shift. As much paperwork as you can accomplish ahead of time, the better. This avoids the first day focus being on that instead of more important things.

Ask your managers and front-line employees to make a list of frequently asked questions, and should-ask questions; in other words, questions new hires should ask, but don’t know enough to know they should ask them. Turn these into an easy to use FAQ sheet to include in their package.

Exercise:What does your current onboarding program look like? Who is involved? Is it working?

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If possible have the new employee watch videos and complete online courses on MEU prior to the first day so that they already have a base knowledge by day one. Explain, that there will be an opportunity during their first weeks to re-visit the videos if needed and time to ask any specific questions they may have about the courses. The new employee will need to be properly compensated for their MEU learning time.

The First Day

The first tip for the first day is to be prepared! Know exactly when your new hire will arrive and have everything ready to go and prepared for the first day so that you are not scrambling when they come in. Put together an ME Spa swag bag for the new employee with their uniform, some Wyndmere, and Murad samples etc. Depending on the start time of the first shift, plan to take them close-by for coffee/breakfast or out to lunch. Take the new hire on a tour of the clinic and introduce them to everyone working.

Collect stories from employees about why they are proud to work in this organization. Share these in your new hire orientation. Teach your managers to continue to share these on an ongoing basis during the onboarding process.

Remind your current staff about their critical role in welcoming new hires, making them feel comfortable, and helping them live your cultural values and behavioral vision. Make sure they understand that onboarding new employees is everyone’s responsibility, but at the same time inform them of any new hires ahead of time so that they are aware and have a head’s up that they are coming. If they have any key roles or responsibilities in training, coaching or mentoring the new employee they should be made aware of this before the new hire arrives for their first shift.

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Sign Up Sheet: Services:Get on Sasha’s Table for her Practice Shifts!

Monday 3pm-6pm1.2.3.Tuesday 1pm-6pm1.2.3.4.5.

A fun activity to include on the first day is a scavenger hunt for getting to know the clinic. Have a fellow employee assigned to partner up and help with the scavenger hunt and provide a fun prize for when they find all the items and hot spots in the clinic.

Pair the new employee up with a mentor, a seasoned, successful employee who can be their go to for any questions that they may not want to bring to the manager or franchisee. This may be someone different from your designated trainer depending on who you have training and onboarding in your clinic.

Go through the employee handbook By setting understandable expectations on both sides, employees know what they need to accomplish and, equally important, they also know what to expect from their managers.

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Exercise:What would it take to organize a monthly or bi-monthly on-boarding welcome with all new hires and the franchisee/regional team?_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Franchise Training

The Five Firsts (Adapted with permission from Mel Kleiman’s book The Five Firsts)

The 1st First: The first hour on the job…

The first hour on the job is the most important time for you, the boss to spend with each new hire… why?

The new hire is the most receptive, willing to listen, and wanting to understand and live up to your expectations.

It sets the tone It’s a deposit in the relationship bank You are the culture leader

Goals, what you want the employee to understand and embrace: The need to feel “chosen” (not just hired) to be a valued member of the team They need to understand how important their job is and how it fits into the

big picture They need to feel that they have made the right decision and leave the

meeting with you proud to be part of the team

Things to consider: Make sure that you include an opportunity for the new person to do

something productive so that they can receive some positive reinforcement and feedback

Focus on “what’s in it for the employee” (WII-FM) rather than 100% on what’s in it for the clinic

Chunk information down… people are very digital and like fast moving stuff Don’t put them into any situation that has the potential to make them

feel stupid Get to know them as a person… what did they do in their last job, what are

their interests Assign a buddy or mentor a “go to” person for the new employee the first few

weeks…

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Your first meeting and agenda:

1. Be on time; greet the person and restate your name. Be sure that your team knows you are in a meeting with the new

person and that you can’t be disturbed Start off with small talk to help the person get comfortable

2. Share information and set the stage Share your passion about the business… why did you choose to work

at Massage Envy Spa? What do you like about your job… never discuss what you may not like

3. Review your expectations for them What are the non-negotiables, review the rules How should they communicate to you and how you will communicate

with them Let them know how you lead Review your organizational structure, e.g., if the franchisee visits

occasionally how does the chain of command work

4. Determine what motivates them Have them complete the form on the next page… when you recognize

performance it will give you a great place to start for how to recognize achievements

Ask them why they decided to work for ME Spa. For example, “I just want you to know we’re glad you’ve joined the team, and we look forward to working with you. So tell me, why did you decide to take the job?”

Looking back on your past experience, what motivates you to do your very best? What discourages you from doing your best?

When someone does an outstanding job, how do you think they should be rewarded?

I’ve noticed some people learn best by being carefully walked through a new task step-by-step while others would rather jump right in and try it with very little instruction. So, tell me, how do you learn best? (For more information on learning styles refer to the training materials on MEIntranet.)

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Employee Name: Date of Hire:

We value what is important to you. Please take a moment to fill this out, so that we can get to know what is important to you.

Birth date:

Spouse/Significant other: Anniversary: ___________________

Children’s Name(s) ___________________________________________________ Favorite café/restaurant:

Favorite Movie/tv show:

Favorite hobby:

Hobbies:

Other interests or special talents:

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5. Set expectations… let them know that they were chosen for the job… for example, “we had a lot of other applicants for this job. Tell me, why do you think we hired you over everyone else? (Listen to their response, then…) tell them why you hired them over the other applicants!

The purpose is to let them know that the job is important and so are they.

Explain how they fit the culture Talk about how their job fits into the big picture

6. Talk about the business and how money is made and/or lost. Using the dollar, explain the expenses of the business to reinforce how everyone contributes to the businesses success. Employee theft is the #1 reason for shrink (loss) in businesses. During your first meeting if you review what the company incurs in cost, it will make more sense to the employee when they see the amount of money collected each day.

Out of each dollar brought in, what are some of the expenses we have to pay for?

For example:Rent, salaries, benefits, cleaning supplies, office supplies, taxes royalties, etc.

7. Reassure and review the day’s agenda. “You’ll learn a lot of new things today, but please don’t feel you need

to remember it all… so feel free to ask questions, and remember we have a timeline that will give you plenty of practice…”

Have them complete the required paperwork Give them a tour of the clinic, show them where to put their stuff Give them the opportunity to ask you questions

8. Close with a restatement of their training agenda Let them know that you are available for questions and concerns Let them know you would like their input into their training or their job

Use the new Training Guidelines available on the MEIntranet for some basic ideas on what to cover on your first day. We recommend creating a first day checklist specific to your clinic to set yourself up for success. On the next page you can see an example of a first day checklist.

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First Day Checklist

New Employee: _________________________________________

Start DateAnd Time: _______________

Planning:Set start date and time, review employment papers, assign a buddy/mentor

First Hour Meeting Meet and Greet Share information and set the stage Review non-negotiables Review theft prevention Reassurance and day’s agenda Invite questions Close on a positive note

Tour of the clinic, show where to store valuables, scheduling, break room, etc.

Review uniform standards Review employment paper work and handbook Orientation and training, include opportunity to be productive and give

positive reinforcement End of first day meeting:

Position the new hire to tell you the truth Ask the questions you need to ask before someone else does Ask the questions you need to ask to improve your process

and head off problems Close on a positive note and keep your finger on the pulse

during the first weekMake the first day the best day that person will ever have on any new job

ever

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The 2nd First: End of first day meeting – 10 to 15 minute review

At the end of the first day of training it is important to meet with the new employee to see how their first day went. Your goal is to get their feedback on the day and reinforce their decision to join Massage Envy Spa. If the day went great the meeting is easy… if not, you will have the opportunity to repair any issues before they become problems… it’s your chance to turn a negative experience into a positive experience. Here’s what we recommend you do during this meeting:

1. Position the person to tell you the truth, e.g., “I want to find out how your day went and what we could do to make everyone’s first day on the job better.”

2. Ask these questions before someone else does: How was your day? How do you like your new job? What do you think about Massage Envy Spa so far?

3. Ask these questions to improve your process and head off problems: Did you have all the tools, information, and training you needed to feel

comfortable? Do you have any questions or concerns? How would you rate your day on a scale of 1-10? Why did you give it

that rating? What did we do right? What could we have done to make it [even]

better? What is the best thing that happened to you today? What was the most frustrating, boring or confusing thing about today?

4. Close on a positive note… thank them just as you would a guest and let them know that you are happy they are on the team.

If possible have the franchisee contact them during the first week and welcome them to the team… a hand written note is also powerful!

Notes:

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The 3rd First: End of first week

Periodically during the new employee’s first week check in with them. However, at the end of the person’s first week sit down and do another formal debrief. Your goals should be to reinforce their decision to join the company, instill the Massage Envy Spa culture and have the opportunity to get feedback on your training effectiveness. Use the questionnaire below to get their feedback on the first week of training.

How’s Training going so Far? To ensure we are doing a good job for you during this training process, we would love to hear your feedback. Let us know how we are doing by answering the questions below:

1. On a scale of 1-10; 1 being the worst, 10 the best, how did the day go?

2. How effective was the process we used to train you?

Very Effective Effective Not Sure Ineffective Very Ineffective

3. Would you say we covered too much, too little, or just the right amount of information today?

4. How prepared do you feel you are to perform the tasks that were reviewed with you today?

Very Prepared Prepared Not Sure Unprepared Very Unprepared

5. Has the job lived up to your expectations? Yes/ NoWhat has surprised you?

6. How satisfied are you with your new job?

Very Satisfied Satisfied Not Sure Dissatisfied Very Dissatisfied

7. How would you rate your progress on a scale of 1 – 10

8. What could we do to make it better?

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The 4th First: The first paycheck

It’s important to take this time to reinforce the employee’s commitment to you and the Massage Envy Spa team. Prior to your meeting:

Decide whether the employee is a real asset, borderline (has the potential to become an asset), or is already a liability

Make sure the paycheck is correct before presenting it Prepare your conversation depending on their status: Asset, Borderline,

Liability

If you determine that the new hire is already a liability it is important to set them free… let them be successful somewhere else! If you don’t move quickly you are:

Wasting money Setting the customer up for a bad experience And possibly eroding the morale of your team.

“The best time to fire an employee is always the first time you think you should…” Mel Kleiman

If the employee is borderline, not just quite there yet, this meeting gives you the opportunity to reset expectations as well as offer more help and training.

Here are some suggestions for handling each type of situation:

The AssetFirst thank them for the work and let them know that you have heard good things about their progress. Let them know that you have the privilege of presenting them with their first paycheck. Let them review the paycheck and answer any questions they may have.

The BorderlineStart with the paycheck and let them know that you wanted to present it personally and review their progress so far. Let them review the paycheck and answer any questions they may have. Then express the concerns that you have, for example:

“I think you are really trying hard, but I have a couple of concerns about your performance so far.” List your concerns with specific examples. Explain why these are issues and ask, “How best do you think we can get you on the right track?” Make suggestions and gauge how receptive the employee is to the feedback… if they are receptive put together a plan to get them on track, if not, it’s time for them to move on.

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The Liability Review their paycheck with them and then review your concerns. It is important to write out a paragraph of your opening and be prepared with the appropriate termination documents.

Here’s an opening paragraph example:

“I don’t know how you feel about your new job at Massage Envy Spa, but I have to tell you I have serious concerns about your performance so far.” Then review the list of concerns that you have… “As you can see, this is not a good situation for you for us and, in this situation, we’ve found the best thing to do is to go ahead and release your from our employment now so you can find a job that suits you better.” Let them know what will happen next, how they will be paid for any unpaid time (check and follow your state and local laws), what property to return, etc. and close with: “Thanks for all the time and effort you put in, I’m sorry it didn’t work out.” First Paycheck Meeting Summary

Decide whether the employee is an asset, borderline or a liability Make sure the paycheck is correct before presenting it If the person is a liability, review the opening paragraph and have

appropriate paperwork and/or pay ready

Notes:

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The 5th First: The end of the first 30 days

At the end of the first 30 days you are not only assessing the new employee’s progress you are also assessing your onboarding process. Thirty Day Onboarding Assessment Yes

No Ask yourself

1. Does this person live Massage Envy Spa’s Vision, Mission and Values?

2. Has this person shown initiative and an ability to work without supervision?

3. Would the team miss this person if he or she were gone?

4. Have you experienced any problems with this person to-date? (Excuses, reasons they can’t do what’s needed, dependability issues, etc.) If yes, what?________________________________________________________________________________________________________________________________

5. Has everything possible been done to help this person succeed?

6. Have you made sure this person knows what it takes to be successful? (1st paycheck review, regular feedback, etc.?)

7. Is there something else you could or should be doing to get them to where they need to be?________________________________________________________________________________________________________________________________

If your response was no to 5, 6, or 7 initiate remedial action, then review this checklist and answer #9 below when you follow up

8. Should you continue to invest resources (time, money, training, mentoring, etc.) in this person? If yes, why? If not, why?____________________________________________________________________________________________________________________________________________

9. If this person is not working out, was something missed or overlooked in the hiring process? If yes, how will you ensure it doesn’t happen again?________________________________________________________________________________________________________________________________

Final Action: Continue to invest in this person Allow this person to find another place to work

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Exercise:Take a moment to think about how you will take The Five Firsts and make them your own when you go back to your clinic. List out some additional actions you will take to ensure each step is done effectively, and to your management style…

The 1st First: The first hour on the job:

The 2nd First: End of first day meeting – 10 to 15 minute review:

The 3rd First: End of first week:

The 4th First: The first paycheck:

The 5th First: The end of the first 30 days:

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Must Do’s in the 1st 60 days Create a culture- We have our Mission, Vision and Values at Massage Envy

Spa, but culture goes so much deeper than that. Create and display a culture at your clinic that people want to be a part of.

Exercise: Answer these questions. What are you really passionate about when it comes to serving your members and guests? Why do you believe Massage Envy Spa truly changes peoples’ lives? How are you going to make each member and guest’s day better when they walk in the door? What is going to set your clinic apart from the rest?

Your employees should know how you feel about these types of things and they should fit in with the culture and feel the same way! Culture incorporates so many things, but it’s something that everyone in the clinic knows, feels and displays every day with fellow employees, members and guests.

Train slow, fire fast- Pretty straight forward. Invest the time to go through training slowly and do it right. As Mel Kleiman says, “The best time to fire an employee is always the first time you think you should.” The minute you know someone isn’t going to work out, let them go to save time and money for both parties involved.

Make things fun- Where is the written rule that says work has to be serious? If you find it, rip it to shreds and stomp on it, because the notion that work cannot be fun is actually counterproductive. The workplace should be fun, but remain professional. Find ways to make work and/or the work environment more relaxed and fun, and you will have happy employees who look forward to coming to work each day. “Have Fun” is one of our Seven Service Essentials and also helps to create your clinic’s culture.

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Corrective/immediate feedback- Psychology 101 taught us that behavior you want repeated should be acknowledged and rewarded immediately and vice versa. The moment you see something is not being done right is the moment when you should correct the behavior. Most employees need to know they’re doing a good job, so keep the feedback flowing beyond just the first few weeks on the job. Ongoing one-on-one meetings with a new employee are a great venue for keeping the lines of communication open and personalized.

Implement a Trainer/Mentor Program- Create a program where your employees can advance within your four walls, support each other, and help build supportive working relationships. A mentor program can do so many great things for your business. The more truly strong trainers or mentors you can create on your team, the easier your onboarding process will become and the less pressure and additional work will be felt by your managers. Not to mention that not all business managers are cut out for training. Once you have multiple designated trainers and mentors, you can have them dedicated to specific areas, such as trainers who are strong at Millennium, or others who are strong at operations. It’s especially beneficial for your therapists/estheticians because they can learn from a more experienced Massage Envy Spa service provider. It also paves a path for growth within your clinic, giving more tenured therapists responsibility, accountability and the ability to share their craft.

Be organized- Being organized when it comes to training and having an onboarding plan goes miles with a new employee. Everything starts with you. If you aren’t organized and don’t have things together, how do you expect your staff to be? Staying organized shows the new hire that you are investing in them and truly care about their success with your business. Organization also saves time and that saved time can then be dedicated to training and getting your new hire up to speed even faster.

Stay Consistent- Consistency is key when providing any message to a new employee at any time, but especially during their first weeks on the job. Lack of consistency creates confusion for a new employee and confusion gets in the way of doing their job right. If you say you will do something, do it. If you do it one time, do it always. Consistency is also important when providing corrective feedback across all employees, every employee should be getting the same message from you and have the same expectations set. Consistency as a manager is imperative to your success and your employees’ success as well.

Communicate- Keep your employees informed- You've got to communicate not only the good, but also the bad and the ugly. If you don't tell them, the

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rumor mill will. Generation X and Y workers, in particular, seek one-on-one communication with a manager or trainer who is approachable and appreciative. Open lines of communication are important to maintain with all employees on a day-to-day basis.

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