PRESENTATION AND TRAINING
FOR SPORT CLIPS MANAGERS
Pinnacle PEO Corporation
• An Outsourcing Co. for Employment Functions
– Is the Employer of Record
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Handles Employment-Related Paperwork
Workers Comp & Unemployment Insurance
Human Resources Support
Offers Employee Benefits
Why Human Resources Skills
are Important
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Respect for you as Manager
Reduce Turnover
Legal Compliance
Meet your Goals!!!
Respect for you as their
Manager
• Stylists and Coordinators Expect you to:
– Know the Paperwork
– Know the Sport Clips methods
– Handle Situations Professionally
– Know the Work Rules
– Treat them Fairly
Turnover Issues
• Turnover of Stylists averages 90% per year
– If you have 6 stylists now, you may be replacing
5 of them within a year!
– What are the Pros and Cons of Turnover?
TURNOVER OF STYLISTS
(Review of Pinnacle/Sport Clips Terminations 2007)
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IN TEXAS
16% leave in 1st month
41% leave 1st-6th month
16% leave 7th- 1 year
27% leave after 1 year
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IN ENTIRE U.S.
19% leave in 1st month
50% leave 1st-6th month
16% leave 7th- 1 year
15% leave after 1 year
The High Cost of Turnover
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Recruiting
Interviewing
Orientation
Training
Team Building
Clientele
Ways to Reduce Turnover
• Understand WHEN turnover is occurring
• Understand WHY turnover is occurring
• Improve HR Skills of Manager
– Better Interviewing, Hiring
– Better Orientation, Paperwork
– Better Coaching, Counseling
– More Professional Approach
Legal Compliance
• Improve knowledge of major employment
laws
• Improve process for hiring and orientation
• Better understanding of forms used
• Better HR skills in Counseling, Corrective
Action, and Termination
Equal Employment Opportunity
Statement of Policy
It is a Sport Clips policy to seek and employ qualified Team Members;
to provide equal opportunities for the advancement of Team Members;
and to administer all policies and procedures in a manner that will not
discriminate against any person because of race, color, ancestry,
religious creed, national origin, sex, marital status, physical handicap,
medical condition, or age.
Anti-Harassment Policy
It is a Sport Clips policy to provide a work place free of unlawful and
improper harassment. Harassment is considered an act of
misconduct and may result in disciplinary action up to and including
dismissal. All Management Team Members are responsible for
implementing and monitoring compliance with this policy.
Harassment is defined as unwelcome or unsolicited verbal, physical
or sexual conduct which is made a term or condition of employment;
is used as the basis for employment decision; or created an
intimidating, hostile, or offensive working environment.
Purpose of Team Member Handbooks
The team member handbook is an important tool used by Sport Clips
to communicate to its team members the company philosophy,
history, goals, work rules and policies, procedures, and benefits. The
team member handbook outlines the expectation of management
and serves as a reference source for team members.
The handbook assists in protecting the organization from claims of
discrimination or unfair treatment. It also assists in the areas of
unemployment. It can provide proof that the organization had a
policy against a particular conduct that was communicated to all
employees.
Team Member Handbook Procedure
• Use the Orientation Handbook
– Everyone gets one
• Team Member Handbook
– One copy in a binder in each store
• TM Handbook Addendum
– Use this to list procedures unique to your
store, such as medical insurance, vacation
• Handbook Acknowledgment
– Every Team Member signs one
Interviewing
Interviewing and Hiring Legally
DO’s
 From your Personnel Manual, use your Interview Guide (3.18 –
3.22) and the list of job interview questions (3.13 – 3.16)
consistently for all applicants for the same position.
 Ask open-ended questions which focus on behavioral
descriptions rather than a simple “yes or no”
 Listen; don’t do all the talking
 Stay away from questions that have more to do with personal
lifestyles than job experience. If the question is not related to
performance on the job, it should not be asked. (3.23)
Interviewing continued
DO’s: Use the Sport Clips Interviewing Guide!
DON’TS (3.24)
 AVOID questions such as -
 Marital status
 Religious or political affiliations
 Age, national origin, sexual preference or sex
 If they own home or car
 The length of their commute to work
 Applicant’s maiden name, if female
 Birthplace of parents
Interviewing continued
DON’TS continued
 AVOID –
 If they are a U.S. citizen
 Number of dependents in household
 Childcare arrangements
 If they are pregnant
 Financial status of spouse
 Any physical disabilities or handicaps
 Membership in clubs or organizations
 If they have ever filed a Workers’ Comp claim
Bringing Onboard
Hiring
Diversity is a business imperative to insure that the company makes every goodfaith effort to replicate the community at large in culture, skills, and diverse ways
of thinking.
Providing a consistent offer to candidates is essential in order to keep good morale
within the company.
Follow your procedures in training all new hires because it introduces the
employees to quality initiatives and sets the tone for the company culture and
commitment to excellence philosophies as well as quality standards.
Refer to Team Member Orientation Checklist (4.3)
Possible problems if not following a consistent recruiting and hiring process –
 Lawsuits from negligent hiring
 Turnover (hiring team members with wrong skill set or who don’t “fit”.)
Hiring continued
 Poor morale on the part of good team members
 Time and energy taken away from managers required to handle
performance problems, which also distracts the team.
New Hire Paperwork Needed
Employee Information Form (Pinnacle)
Payroll Information Form (Pinnacle)
Handbook Acknowledgment form (Pinnacle)
Payroll Deduction Authorization – Uniforms/Tools (Pinnacle)
W-4 Form (Pinnacle)
Employee Eligibility Verification (I-9) (Pinnacle)
Drug and Alcohol Policy and acknowledgment form (Sport Clips)
Voluntary Substance Testing and Statements of Understanding (Pinnacle)
Forms are available at www.pinnaclepeo.com/sportclips-ppeo
Discipline and Termination
Progressive Discipline Process
Sport Clips utilizes the progressive discipline approach - coaching,
counseling, and discipline including, written, probation or suspension, final
termination.
An incident record should be completed the first instance of an issue.
Each issue is treated separately. If several different issues reoccur, each
one is treated separately and should not be “lumped” together for a written
warning. A written warning should be completed when you have a repeat
of a single and continuing issue.
Incident records and written warnings (Counseling Statement)
documentation should be completed including the date of the issue,
description of issue and company policy violated.
This documentation will be used for any resulting unemployment claims.
When properly completed, it provides a written picture to the investigator of
employee’s performance issues and demonstrates employer’s efforts to
turn situation around.
From Discipline to Discharge
If counseling does not correct the situation, a corrective interview is
required. Disciplinary action may be appropriate such as suspension or
probation. If this fails, termination is the final step.
At-Will Employment. What is at-will? When an employee does not
have a written employment contract and the term of employment is of
indefinite duration, the employer can terminate the employee for good
cause, bad cause, or no cause. The “doctrine” considers that since
employees can resign from positions they no longer care to occupy,
employers are also permitted to discharge employees at their whim.
Cannot discriminate or violate federal labor laws.
Team Development
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Coaching Process
Counseling Statement
Corrective Interview
Termination
Role Playing Session
Termination
It is advisable to always terminate a team member in person.
The meeting to terminate a team member should be short to
discourage any emotional venting.
Give the team member the reason for termination. Be concise and
provide company policy violated.
If necessary stay with the team member until they have cleaned out
their locker or area and escort them out of the store. Provide
assistance in packing if the team member is malingering.
Termination Follow-Up
Submit the following paperwork to Pinnacle –
 Employee separation form
 Copies of all Team Member Counseling Sessions (verbal and
written), Disciplinary Records, Company Violation Incident Reports
 Very Important – timely completion and submission of the above
allows responses to unemployment claims within protest period.
Employee References
First and foremost, only management should be authorized to provide
job references.
Always comply with your company’s policy – whether “name, rank and
serial number” or expanded. If no policy, consider adopting one based
on company’s risk tolerance (i.e. negligence or defamation)
 At a minimum, provide ex-team member’s job title and dates of
employment.
Employee References continued
 Never divulge medical information. Drug screenings are
considered medical information.
 Divulge job performance references “in good faith without malice.”
Unemployment Claims
 Importance of proper and thorough documentation of separation
 Signature of agreement for all handbooks, policies, etc. furnished to
team member during orientation and new hire process.
 Copies of training records
 Performance tracking against standards
 In most states, individuals are disqualified for benefits if they were
discharged for misconduct connected with their last work. An individual
is disqualified from benefits if the individual leaves the job voluntarily
without good cause connected to the individual’s work.
Unemployment Claims cont.
Examples of discharges that did NOT disqualify the claimant –
 Any protest filed after the 14 day period provided
 Insubordination – did not follow management instructions.
Determined to be unable to perform work assigned to employer’s
satisfaction and not misconduct.
 Client complaints and unreliability. Determined to not be misconduct
connected with work.
Record Retention
What should you keep in personnel files?
Here is a general rule of thumb: Only keep information that can legally be
the basis for an employment-related decision. Employment decisions
include hiring, firing, promotion, layoff, training and other actions taken
regarding team members.
Records Retention Recommendations
Record
Hiring records
Job applications, resumes
Records relating to refusal to
hire
Advertisements about opening,
promotions, training
opportunities
Years
One Year
Notes
Keep EEO
information separate
Basic Employee Info:
I-9 for all
Work permits for minors
Three Years
after hire or one
year after
termination
whichever is
later
Keep I-9’s separate
Payroll Records:
Name, address, SSN, date of
birth, job classification, daily
schedules, pay rate, overtime
hours and pay, benefits,
deductions and additions
Three Years
Tax Records
Four Years
Employment Actions:
Hires, separations, rehires,
promotions, demotions,
transfers, layoffs, recalls,
training opportunities
Employment test results
One year from
date of action
Health, Medical, Safety:
Job related illnesses and
injuries
Requests for accommodations
of disability
Family Medical Leave Act
Varies
Five years
One Year
Three Years
HR Self-Audit Checklist
• See this web link for details
– www.pinnaclepeo.com/sportclips-ppeo
• Click on “HR Tools”
• The checklist will help Team Leaders and Managers
review their HR procedures at the store level
Safety Presentation
Accident Prevention – Safety Hazards
Electrical
•Ground plugs vs. double insulated
•Cord integrity
•Outlet tester/ GFCI
•Inspect team members’ personal tools for safety hazards
Trip and fall/Slip and fall
•Electric cords on floor
•Front area mats (wet/ice conditions)
•Non-slip footwear
Accident Prevention – Safety Hazards
Fire Safety/First Aid/Life Safety
•Portable fire extinguishers
•Flammable liquids
•First Aid kit
•Post emergency contact numbers
•Housekeeping – sweeping, mopping (wet signs)
Lifting
•Back injury prevention
•Team lift bulky or heavy items, use two wheel cart
Accident Prevention – Safety Hazards
Cuts
•Box openers and scissors
Chemical Safety
•Keep a master inventory list of MSDS chemicals
•Material Safety Data Sheets (MSDS)
•Use sheets from the supplier
•Keep all in one binder on premises
•Mark containers/ Update quarterly
•Solvents used in cleaning of premises
Accident Prevention – Safety Hazards
Ladders
•Select proper height and inspect
•Storage and setup
Bloodborne Pathogens
•First Aid/Cuts to Stylist or Client
Accident Investigation
•Report to Pinnacle and Team Leader
•Investigate how accident occurred
•Complete forms provided by Pinnacle
Safety Checklist
Purpose of Checklist
• Assess your business procedures
• Conduct at least twice per year using checklist
• Conducted by Team Leader or manager
• See handout for example of checklist
Q & A Session
Pinnacle PEO Corporation
9311 San Pedro, Suite 700
San Antonio, TX 78216
(210) 344-2088 phone
(210) 344-2777 fax