November 13, 2013 Troy Hopkins , ADM OFFICE PRIDE COMMERCIAL CLEANING

1. Motivate the Best— • November 13, 2013 • Troy Hopkins, ADMOFFICE PRIDE COMMERCIAL CLEANING Get Rid of the Rest • BSCAI is the Business Resource for Contractors — 2013 BSCAI Annual Convention

2. Objectives By the end of this presentation, you will: Recognize the monetary impact of poor performers and how to quickly remove them Motivate employees to perform at higher efficiencies Increase employee retention And Finally, walk away with 10 Key Actions to improve your Employee Management

3. Action 1 Understanding the Impact of Poor Performers 80/ 20 Rule 10% Top 80% middle 10% Poor

4. The Impact of Poor Performers

5. The Impact of Poor Performers Consider this: 87% of employees say that working with a low performer has made them want to change jobs 93% of employees say that working with a low performer has decreased their productivity

6. The Impact of Poor Performers Consider this: But only 14% of senior executives say their company effectively manages low performers  And only 17% of middle managers say they feel comfortable improving or removing low performers

7. The Impact of Poor Performers It’s a fact: A single "toxic" or negative team member can be the catalyst for downward spirals in organizations -Felpsand Mitchell, University of Washington

8. The Impact of Poor Performers What makes a poor performer? Negative attitude Stirs up trouble Blames others Lacks initiative Entitlement Mentality

9. The Impact of Poor Performers • By allowing poor performers to continue their negative behavior patterns, you put the productivity and effectiveness of the entire team at risk

10. The Impact of Poor Performers • Below par performers cost your company in more ways that you may think: • Lower productivity • Waste your valuable time and energy • Set the stage for possible lawsuits

11. If you turn 50 employees during the year… which is easy, you may be costing yourself $52,000 • Possible lost customer • Recruitment cost • Training cost • Ramp up curve • Lost productivity

12. The Impact of Poor Performers • Poor Performers: • In a management position, poor performers have a multiplier effecton the productivity of others

13. The Impact of Poor Performers • Poor Performers: • Send a message to our customers we are weak or we don’t care about them • Lose sales volume and even customers • Have fewer ideas • Cannot be employed by one of our competitors!

14. The Impact of Poor Performers • Poor Performers: • Aren’t appreciated by Great Employees, who don’t like being around them • Send a message we are not selective in our hiring • Have higher absenteeism • Increase disciplinary cost

15. Action 2 Track Bad Employees Out Quickly What You Can Do Help supervisors become expert at giving performance feedback: Feedback needs to be ongoing—not once-a-year Feedback should be given about good performance and bad performance Supervisors must document both good and bad performance matters—consistently!

16. What You Can Do • Supervisors should not fear taking disciplinary action • No one likes to discipline or fire an employee—it is unpleasant and not easy! But sometimes it must be done • Supervisors should know that they will be supported • Every failure with an employee is an opportunity for the supervisor and the company to learn!

17. What You Can Do • Have Great Tracking Procedures • Performance Reviews • Job Performance Disciplines • Attendance Disciplines • Recognition Tracking

18. Action 3 In Sales, what is ABS? With employees, we call it ABC: “Always Be Canvasing” -Eric Chester

19. You Need to Be In Control! • Do not allow the bad employee to control you because you need coverage on a FRIDAY night.

20. Always be fishing in the right pond for employees • Reward your recruiters • Birds of a feather flock together

21. What are some descriptions of Great Employees “The president says we have “skills gap in American”, no we do not, we have a“Value Gap” in America.” -Eric Chester

22. Action 4 Become Great at Hiring The interviewers need to convince themselves first this a great place to work

23. Have great interview questions • Why do you want to work for us? • What have you done at one of your jobs that you are proud of? • Describe a disagreement you and one of your work peers or manager had and how did you handle it?

24. Know the profile of the employee you are looking for • The cost of a bad hire can be up to three times salary—it’s not worth it! • It is easier to hire the right employee than it is to get rid of the wrong one • Work out the right hiring process and use it CONSISTENTLY • Get help mapping out the process if you’re not sure how to do it well

25. Action 5 Train Well Some people in this industry are worried about putting time and effort in training someone in case they leave… I am worried if I do not train them, they will stay

26. What You Can Do Invest in good orientation and training; don’t cut corners here: On average, employees decide in the first two weeks whether they have made a good choice of company/job Orientation is too often shortchanged; it is more than an overview of rules and benefits! Orientation takes longer than a day

27. What You Can Do New employees need to be oriented to: Their new company—its history; its mission; its products/services; its culture Their new unit or department—its purpose and how it serves customers Their job—what it requires and how it relates to other jobs Why they and their work matters! Company VALUES

28. What You Can Do The training of new employees: Develops skills to be used on the job Should be ongoing, as skills are improved Good employees like learning and growing on-the-job: it is a benefit! Understand Adult learning skills Your investment in training is an investment in your employees—and the success of your company

29. Action 6 Have a Clear Policy Does your employees really understand your attendance policy?

30. Sometimes we can give our unclear messages to our employees, sending them down the wrong path.

31. Have and use a well-written employee handbook: • Again, it should contain more than company rules and benefits • It needs to cover what the company expects of employees—and what they can expect of their company • Always have the handbook reviewed by an employment attorney or a qualified HR professional

32. Action 7 Give Them the Tools They Need to do Their Job

34. Action 8 Give Your Employees a Target Give your employee a Target to shoot for, . . . it will make the building cleaner.

35. Action 9 • Allow Your Employees to Make Decisions The people in your business who actually do the work are often the best qualified to judge how it should be done. They will provide you with good suggestions, and at the same time, feel a part of your business.

36. Some decisions may not be the right decision, but give them feedback and keep coaching.

37. Action 10 • Increase Employee Retention Guide the worker toward a career; they may possess talents and abilities that would be of a great value to yourbusiness, if they were encouraged to consider a career in your industry

38. Little REWARD goes a Long Way

39. What You Can Do Have 1 to 1 with your key employees Ask the 5 things that motivate them Ask the 5 things that do not motivate them Make action plans to increase the motivators and eliminate the de-motivators

40. Set policies and procedures, be consistent and stick by your guns…Your life will be a whole lot easier

41. Review of Top 10 Actions Understanding the Impact of Poor Performers Track Bad Employees Out Quickly Always Be Canvassing Become Great at Hiring Train Well Have a Clear Policy Give Them the Tools They Need to do Their Job Give Your Employees a Target Allow Your Employees to Make Decisions Increase Employee Retention

42. Motivate the Best;

43. GET RID OF THE REST.