MANAGEMENT

TABLE OF CONTENTS MODULE 1: ROLES OF THE MANAGER

Front Office

Key Performance Indicators

How to Breakdown Targets

Target Salon Analysis Services – Retail

Driving Revenue

How to breakdown Targets

MODULE 2: MANAGEMENT TASKS & CHECKLISTS

2.1 Daily Checklist

2.2 Attendance Register

3.3 Daily Briefing

2.4 Weekly Checklist

2.5 Weekly Briefing

2.6 Weekly Meetings

3.7 Monthly Checklist

MODULE 3: REPORTS

Daily Reports

Weekly Reports

Monthly Reports

Annual Reports

How to Do Daily Reports

Salon Analysis Report

Daily Reports Email

MODULE 4: PLANNING

Strategic Action Plan (SAP)

Annual Strategic Planning

SWOT Analysis

Marketing Calendar Example

MODULE 5: HR MANAGEMENT

Staff Records

Recruitment

HR Policies and Procedures

Letter of Appointment

Employment Contracts

Commission Structure and Salaries

Starter Form

Medical Information Form

Induction Checklist

Performance Review

Verbal Warning

Resignations

Grievance Form

Working Hours

MODULE 6: TRAINING

Training and Development of Staff

Staff Training Log

MODULE 7: GENERAL OPERATIONS

Client Complaints

Adverse Reaction SOP

Treatment Adverse Reaction Form

Observing Clinic Staff

Therapist Column Rating

Challenges in Management

Stock Control

MODULE 8: ZENOTI MANAGEMENT

Managing Standards

Staff Rostering

POS Payment Variations

Selling a Couse

Stock Management

MODULE 9: DROP BOX

Drop Box

MODULE 10: SECRET SHOPPER

Secret Shopper Letter

Secret Shopper Evaluation Sheet

MODULE 11: ADDENDUMS

Addendum 1 – Clinic Checklist

Addendum 2 – Daily Briefing Sheet

Addendum 3 – Weekly Checklist

Addendum 4 – Weekly Briefing Sheet

Addendum 5 – Weekly Meeting Template

Addendum 6 – Monthly Checklist

Addendum 7 – Monthly Daily Report

Addendum 8 – Individual Service to Retail Report

Addendum 9 – Monthly Comparison of Service to Retail

Addendum 10 – Revenue Analysis Report

Addendum 11 – Brand by Brand Analysis Report

Addendum 12 – YOY Daily/Monthly Report

Addendum 13 – Redeem Voucher

“Managers set the pace & inspire staff members to have a good day! The

way you start your day determines the way your day will run!”

FRONT OFFICE

The Importance of you as the manager being the front line

You as the manager are the driving force of your business. You are the first impression your clients have of the TLB Brand. A well-trained manager should increase your turnover by 50% or more.

What do you feel the TLB brand stands for?

______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

YOU are the first impression, all customers have of the business

because you are the first person that a client speaks to on the phone when booking an appointment as well as the first person they see/speak to when walking into the salon, you set the standard!

you can drive up to 50% of business

you are not just your standard receptionist or front desk administrator. Remember that you are a key driving force for driving revenue in the business. The recommendations that you make and all upselling and cross selling will determine how high your income per hour is and ultimately the entire salon turnover

Managers Roles

Driving Revenue

Lead by Example

Motivate

Prioritize

Coach & Develop

Monitor &

Analyze

MODULE 1: ROLES & RESPONSIBILITIES

OF THE MANAGER

YOU as the manager make up 50% of your guest experience!

Driving Revenue through being at the front desk

There are several factors that influence how well you as the manager drive the business.

1. Look at your booking process - Are they maximising the availability available

– no course bookings/promo booking/ambassador bookings on your busiest days i.e. Friday and Saturday

– make sure that there are no unnecessary gaps between bookings, try and book as close to each other as possible because just 4 x 5-minute gaps can make up one underarm treatment which is R680 towards your clinics turnover.

2. Have you got the adequate amount of staff members for the amount of bookings on the day

3. When bookings are made, you as the manager needs to ensure that you try and get the

client to add on other services that they weren’t going to book for. i.e. Offer them 50% off of

a treatment that you as a manager would like them to start having or on a treatment that

they as a client would like to try. Are there any treatments that you are interested in at are

salon, we can offer you 50% off as reward to you for your loyalty (REMEMBER THAT 50% OF

A TREATMENT IS BETTER THAN NOTHING)

4. Ensure that you as the manager aim to drive treatments that give higher spend per head.

E.g. a quick chin/upper lip laser will generate high spend per a head than a lash and brow

tint.

SOP’s for the front desk

There are very clear SOP’s for how your front desk should operate.

Daily briefing sheet

Ensure that your team of therapists are briefed every single morning and understand what their focus for they day should be It is vital that you meet with them daily on the objectives for the day. Remember they are the driving force of your business and its imperative they are focused for the day. This must be the first thing you do at the beginning of any day.

Weekly briefing Meetings

Ensure that you have a weekly meeting with your team of therapists every week. It’s important that you raise any issues or and happenings in your salon. Your clients will phone and ask certain questions and there is nothing worse than one person saying one thing and another saying something completely different. Communication is key, and the more understanding there is in this department the better the service you will provide for your clients.

You as the manager who is at the front desk should be able to:

articulate yourself well

You must be customer focused and set high standards for what customer service should

be

You must be money driven and target orientated

You must be computer literate

You should have a therapy background, this will provide you with an advantage when

interacting with clients (upselling/cross selling and retailing)

KPI’s for yourself– you should also be evaluating yourself

KEY PERFORMANCE INDICATORS (KPI’s)

We need to measure the things that are key in achieving the success of the salon and meeting our goals and

objectives

For example: rather measure how many clients you were able to upsell in the day than how many overtime

hours a therapist worked.

A lot is said about KPI’s these days. They are important to every business in every industry. However, I have

noticed that they have become a bit of a “buzz word” that people like to throw around . . . “Yeah, I’ve got my

KPI’s under control!” People seem to have lost sight of the real point of them? I wanted to set the record

straight and take us back to basics to rediscover exactly what KPI’s are and how to use them to maximum

effect in your Salon Business.

Example: When you think of Geography you tend to think of maps, places and locations. Maps help you to find your way and get to where you want to be. However, if you don’t know where you are now, then you could have the best map in the world, you would still be lost. What you need is some type of marker, a stake in the ground that tells you where you are, where your

business is, right now. This Indicator is going to help you measure your business Performance as it is right now.

We will call this your Performance Indicator.

That is really all a Key Performance Indicator is. It’s a measure of an aspect of your business that with

focussed attention can positively affect your overall performance.

KEY PERFORMANCE MEASUREMENTS

1. Maximize clinic availability

2. Daily Targets are adhered to and persuade.

3. Clinic vision and policies are implemented.

4. Liaising with any relevant person with regards to running of the clinic

5. Client Relations – providing professional & friendly service according to our Laser Beautique brand.

6. Taking responsibility for Guests experience

7. Responsibe for the day to day supervision of employees as assigned by the Clinic Manager

8. Ensure the completion of consultation forms prior to their treatment and captured into the system

9. All guests requests to be followed up

10. Guest Relations – providing professional & friendly service according to The Laser Beautique way

11. The telephone and other office administration is handled professionally and within the required

and agreed time frame

12. Keeping in line with Clinic Standards – well groomed, clean, healthy and presentable at all times (to

wear make-up at all times – eyebrows neat and shaped, well manicure nails etc)

there needs to be a breakdown of monthly, weekly and daily targets. Example monthly refer to addendum 7 You need to make this realistic, you need to look at past months and years to get your breakdowns Example weekly refer to addendum 4 Depending on how many weeks there are in the month, you need to split your monthly target into a weekly target. This weekly target needs to be split per a therapist - per a service and retail category Example daily refer to addendum 2 Whatever the shortfall is for the day, all therapists and the manager must be aware so that they can fill a short fall with the product of the day sales and any other retail , as well as if for example a therapist knows she has a half hour gap offer the client before the gap offer them 50% off a facial etc The inspirational quote should be strong and targeted to success and achievement

OR

Look at per treatment e.g. LHR Bikini = R1000.00 + Underarm = R600 = R1600 x 8hours per day = R12800.00 x 6 days’ work per a week = R76800.00 x 4 weeks in a month = R307200.00

13. Taking RZenotionsibility for Guests experience. Make an effort to know the guests names,

Zenotiecially members, Birthdays etc.

14. Problems or changes are communicated timorously to owners & staff

15. Inform therapists or colleges immediately should any changes occur

. (Refer to page 15 & 16)

HOW TO BREAKDOWN TARGETS

“Our biggest mistake is projecting our money problems onto our clients”

This exercise ensures that you break down a larger target figure, into a smaller, less intimidating

figure for your staff and yourself that will be more realistic and manageable. It empowers staff to

achieve obtainable targets daily, thereby making their monthly target much easier to understand

and achieve. It also provides you as a manager with the ability to stay in touch with your clinics daily

performance, so that you can keep your team on track. If your daily target is not met, you will need

to come up with ideas/ solutions to recover that turnover, so as to ensure your monthly target is

reached.

Examples:

1. Quickly send out a WhatsApp to all your loyal clients for 50% off on a laser area that they

haven’t tried before…. For tomorrow only!

2. Call all you retail clients and offer them R100 off any facial when they come in and purchase

products (valid for this week only)

3. Call all your normal facial clients and offer them 50% off a technology facial (for this week

only)

4. The list is endless… use your initiative and imagination (remember to use your salon analysis

to see which services are lacking – and try increase those)

DRIVING REVENUE

A mangers key objective is to drive revenue.

You as the manager need to ensure that this is your main focus every day of the month, every hour of the day, and every minute of the day

Remember that your behaviour needs to influence your team of therapists.

MOTIVATING YOUR STAFF

Your team morale is vital to the revenue of your Salon

Your team is what makes you reach your target. An unmotivated team will result in targets not being met. Statistics have shown that 90% of low staff morale is due to staff feeling like there is no communication between them and senior management.

Briefings

These briefings do not need to be long, they can be short and to the point.

Coaching In 60 Seconds:

This can be done with staff members, first thing in the morning, and should be done on a one on one

basis with each therapist.

This session should cover the therapist’s current figures, where she is standing, target for the day as

well as what she still needs for the month to reach her total target. The session will assist her in

determining what figures she still needs to bring in for target to be reached. Also ask the therapist

what she plans to do to get feet through the doors. E.g. follow up calls/ handing out brochures in

the centre etc.

As a manager you can make use of your Salon Analysis, to determine where each lady is at, and go

through her figures accordingly.

Arrange therapist names from Best Therapist to worst income (this can be done in the Salon Analysis

and ZENOTI Scheduler:

Incentives for the team

You as the manager need to come up with clever incentives for your team, but also remind them of the incentives that exist from head office i.e. quarterly course incentives and our retail brad incentives

Come up with ideas such as: use what’s around you in your centre, If there is a restaurant see if you can work together – you top service & retail star can have a free meal and in return their top waitron can come for a free 30 minute massage

Team Building

It is vital that you maintain a relationship with your staff and being in a salon can be difficult to achieve this. Plan and budget quarterly team events that will encourage team work as well as being fun events. It doesn’t have to be expensive or lengthily, even If you go once a month all together for a drink after work within the centre to bond.

Please see below some ideas as to how you can incentivise your staff.

a) Employee of the Month award. This can be an in-house acknowledgement. A special badge

can be given to this employee, and they can be gifted a back massage or similar.

b) Team incentives: Reward your team for reaching/exceeding targets. A fun team-building

experience, could include something like booking a dinner for the team at a restaurant,

having a high tea at a café or tea garden or even booking to see a movie together.

c) Everyone has their own personal and financial goals. It is your job as their manager, to find

out what motivates your therapists, so that you can remind them of their own goals! I.e.

does she want to buy a house, a car, or send her child to a private school? Does she want to

go on an overseas holiday? Help her with the maths, to see what her true earning potential

is, and you will find your therapist, eager to book her column and bring in revenue!!

d) Incentives do not always need to cost money.

e) Trade swaps: Find a restaurant or other establishment to sponsor a voucher for a meal, to

give to an employee of the month and swap a clinic voucher for a BNS voucher.

f) All incentives must be properly tracked and recorded, to ensure the outcomes are fair, and

economical.

g) An incentive wall/ graph, is the perfect way to get your whole team excited about what they

can win, as well as develop some healthy competition within your clinic.

DAILY CHECKLISTS (Addendum 1)

ATTENDANCE REGISTER This is imperative in regard of South Africa’s labour laws. Should an employee submit a query to the

CCMA, this record must be presented, up to date. Should the company fail to do so, it can impact

negatively on the company’s defence. The manager is not only liable to ensure that all of the staff

documents are completed for ALL staff, including, therapists, clinic attendants and part timers, but

also that she herself, completes and maintains her own attendance register.

DAILY BRIEFING SHEET (Addendum 2)

This sheet aids you in checking all the processes you need to do in order to get your team focused

for the day ahead. Please remember it is part of your daily duties to email the franchise owner, Tzvia

and Neil on the action plans for the day including outcomes for the day before. This can also be

amended by each branch to suite them best

WEEKLY CHECKLIST (Addendum 3) The weekly checklists are done to ensure optimal running of the salon. The weekly checklists should

be printed out and needs to be done by the manager once a week, preferably on a Monday. It

should be a dated and signed once completed and filed into your Admin file

WEEKLY BRIEFING: (Addendum 4) This sheet helps you to communicate with your therapists on their Targets for their monthly, weekly

and daily targets on individual services as well as their overall services and retail.

WEEKLY MEETINGS (Addendum 5)

Transparency

It is vital that in order to keep a healthy motivated team, the business adopts a policy of

transparency. The more an employee understands and is involved in the business the more they

understand that they play a huge part in the business which in turn gives them self-worth. Educate

your staff in understanding the financial reports, the marketing calendar and the company’s

strategic action plans. If everyone understands the goals everyone will strive to the same objectives.

Importance of team meetings

Lack of communication is one of the main contributing factors to poor staff moral and subsequently

resignations. Although the intention may be there, we often prioritise revenue over a meeting – this

is a fundamental error! Although there may be a loss in revenue the overall loss in performance will

far outweigh a couple of hours lost.

Therapists (apart from your daily catch up) – No less than once a month

Senior Management (apart from your daily catch up) – No less than once a week

MODULE 2: MANAGEMENT TASKS

Setting an Agenda

Be prepared for your meetings. Keep a list over the month of items that need to be raised. Remember to cover all aspects of the business from Revenue, Marketing, Good Performance, Issues and any other arising matters. It is very important to not just discuss negative issues as this can be very demoralising for the team. Dealing with issues in a group environment can also be very disruptive. Deal with issues that does not involve everyone separately. Minute your Meetings Reaffirming the importance of documentation, this is a vital aspect of documenting issues that were raised and discussed should they be raised in the future. By documenting your meeting you can resume any unresolved items which were left unresolved without forgetting about them. This will also help to ensure that staff unable to attend, have written notifications of matters discussed. Bring your previous minutes of meeting with to see which topics have been resolved.

MONTHLY CHECKLISTS (Addendum 6) To be printed out and completed at the end of each month to ensure that all admin related tasks run

smoothly with in salon.

Management planning is the process of assessing an organization's goals and creating a realistic, detailed plan of action for meeting those goals. Much like writing a business plan, a management plan takes into consideration short- and long-term corporate strategies

4.1 STRATEGIC ACTION PLAN (SAP)

1) Think ahead. Planning your objectives for the year is a vital part of staying focussed and ensuring

that your team understand the objectives and the team is working towards the same goal.

2) Break down your planning into manageable time frames: Daily/ Weekly/ Monthly/ Annually.

3) Set small, and realistic objectives.

4) Prioritize correctly: Customer care/satisfaction, staffing & driving revenue should be at the top of your priority

list.

5) Set yourself realistic objectives for the year. Just as it’s important for you to set realistic financial targets, it is

also essential that the objectives you set are ones that are achievable.

6) Decide on the points that you need to do to get there. Apart from setting your objectives it is vital that you

document what processes you need to implement to get to your goals.

7) Give yourself dates on when it is that you going to achieve these. When you have completed the following

points put dates and timelines on when you expect to achieve these goals again taking into account a realistic

timeline for completion

8) Plan your office/admin when the clinic is at its quietest to avoid being disrupted during spreadsheet admin.

9) Plan ahead- you cannot expect to improve today’s turnover by only starting to plan for it today at 8:00am.

10) Your planning will provide your team with the structure and clear objectives they need to perform and reach their

target.

“A business is like a baby, its needs nurturing and likes routine”

4.2 ANNUAL STRATEGIC PLAN:

A systematic process of envisioning a desired future, and translating this vision into broadly defined goals or objectives and a sequence of steps to achieve them. In contrast to long-term planning (which begins with the current status and lays down a path to meet estimated future needs like a five year plan) Strategic planning BEGINS with the desired-end and works backward to the current status. Definition according to businessdictionary.com

MODULE 4: PLANNING

STRATEGIC PLANNING LOOKS AT THE WIDER PICTURE AND IS FLEXIBLE IN CHOICE OF ITS MEANS.

GOOD STRATEGIC PLANNING SHOULD ALLOW YOU TO COME UP WITH THE RIGHT BUSINESS MODELS TO HAVE

YOUR BUSINESS FLOURISH IN THE LONG RUN.

BEING GOOD AT STRATEGIC PLANNING WILL HELP YOU TO SEE TWO STEPS AHEAD OF YOUR BUSINESS

COMPETITION AND KEEP THE UPPER HAND.

“When Trying To Decide Where To Go Next On Their Road Trip The Two Best Friends Brought Out A Map And Did Some Strategic Planning”

LET’S IDENTIFY SOME KEY STRATEGIC PLANNING FACTORS IN TLB

Improve Retail % of turnover

Retail will be included in therapists contract And will receive commission as to drive sales

All staff to attend Brand Training to become knowledgeable. To attend Retail training and performance reviews can be used to apply extra coaching To be included in Daily Briefing as to meet monthly Retail Target. Set realistic goal for therapist and break down targets per day/per client/per service

Everyday needs to be implemented Go over with therapist in Daily Briefing

Develop Incentive programme for team of therapists

All team members must be incentivised to reach their targets

Management Incentives (set by owner) Therapist Incentives (set by management)

Everyday Go over in Daily Briefing and create healthy competition between Team Members

VISION/GOALS REVENUE

MISSION

PROCESS/STRATEGY RESULTS/DEADLINE

Reporting systems To Send Every Day DAILY REPORTS Cash Up Report Completed Sales Reports Salon Analysis Monthly Daily Reports which includes Monthly Yearly Reports

SOP will be issued to each branch

To be filled out Daily

Set Targets in relation to min Key Performance Indicators (KPI) (average spend p/hr & utilizing 1.5hrs per booking

Front office must aim to sell 1.5hrs of treatment times to all guests to occupy 70% of your therapist utilization and hit average spend per hour targets

The clinic analysis must be filled in daily and management must meet once a week to assess the results of the document which will be used to drive the team. To be included in Daily Briefings

Every day Once a week to catch up with Management/ Owners

VISION/GOAL MISSION PROCESS/STRATEGY RESULTS/DEADLINE

Maximise booking

potential

Manager to look at

the schedule in

advance and review

staffing levels as well

as ensure that highest

income treatments

are booked with the

best therapist

Look at Scheduler for the

next day & include in

briefings how to upsell each

client

With each client

Maximising Front Desk Manageris a senior

position and makes

up 80% of the

business potential.

Manager should be

excellent in upselling &

Cross selling

Should be able to perform

in this over the phone and

in person

With each client

Use the existing client

platform of the Clinic

to drive revenue

Use existing

relationships with

clients to increase

Revenue

Regular specials on refer a

friend

TLB Beauty Counts Loyalty

Program

Follow up on existing

clients if they have not

been for a treatment in a

while.

Invite existing clients to

promo days

Marketing Calendar Review the current

marketing processes

and develop a six

month planned

calendar in advance

To arrange with

relevant parties

Receive Marketing Budget

from Manager/Owner

Notify Head Office in

advance

Review all aspects of

promotional activity from

Key marketing month,

express promotional

activity, PR activity,

corporate activity

Send out SMS, Email,

Promotions activity

Notify Head Office in

Advance to 1 Month

Minimum

Notify clients well in

advance (set this in

accordance to

rZenotionse rate from

clients)

Not too long as clients

forget.

Not too short notice

VISION/GOALS MISSION PROCEES/STRATEGY RESULTS/DEADLINE

Loyalty Programme Review Loyalty

Programme

Review the loyalty

programme and ensure that

all staff are clear on the

process

Ensure to introduce each new

clients to our Loyalty

Programme

Follow up with clients that

have reached their threshold

and have not booked nay

treatments

Ensure to follow up with

Birthday clients that have not

booked

Upsell!!

Loyalty Programme

Communication /

Database

Improve client

communication

Confirmation of bookings/via

sms or email

Improve email potential by

improving data capturing

Decide on a call to action

with all promotional activity

to increase the data base

Communication /

Database

Product Brands Keep records of sales

per line. Review

stock requirements

and levels

Follow the brand by brand

analysis

Discuss incentives therapist

incentives with brands

Weekly

Training To ensure that all

staff are trained in all

brands and services

Keep up to date with head

office and the brands training

dates

Check if any staff need

refresher training

Monthly

4.3 S.W.O.T ANALYSIS:

A SWOT analysis (alternatively SWOT matrix) is a structured planning method used to evaluate the strengths,

weaknesses, opportunities and threats involved in a project or in a business venture. A SWOT analysis can be

carried out for a product, place, industry or person. It involves specifying the objective of the business venture or

project and identifying the internal and external factors that are favourable and unfavourable to achieve that

objective.

STRENGTHS: characteristics of the business or project that give it an advantage over others.

WEAKNESSES: characteristics that place the business or project at a disadvantage relative to others.

OPPORTUNITIES: elements that the project could exploit to its advantage.

THREATS: elements in the environment that could cause trouble for the business or project.

Identification of SWOT is important because they can inform later steps in planning to achieve the objective.

EXERCISE:

Note: The manager should be doing the SWOT Analysis for the brand as a

whole and for their branch individually. For example: branch might not have

any competition in the centre and other may have 2 – 3 salons in the same

centre.

STRENGTHS

WEAKNESSES

OPPORTUNITIES

THREATS

2.5 MARKETING CALENDAR EXAMPLE

Your marketing calendar, ensures that you are able to plan events/ promotions and specials well in advance

2 Head Office is responsible for National Marketing, each branch is responsible for local marketing – you

should have your own marketing calendar of how you will market your salon locally.

2.5.1 Marketing Marketing is a key part of your business and should not be dealt with lightly.

Companies often do not see the importance of this and so not invest in Marketing.

Remember never be complacent of the business you have to always look for new business.

Marketing Musts - Effective communication

Message to remain simple, clear and concise

Get to the point. Avoid complicated language and too much information. By keeping your message simple, clear, concise it will have a greater impact on the targeted audience. Make sure your advert is also impactful and eye-catching.

Who is your target market and how do they communicate?

Always consider who you want to attract and be sure to send a message in the way they would be open to receive and take advantage of.

E.g. When placing an ad in print, if that’s how your target market communicate, consider ad placement and make sure your ad doesn’t fade into the background.

How do you want your business to be perceived?

The marketing method you use will determine how people view your business. If you are sending a nail tech to hand out poorly printed pamphlets at a robot; you won’t be seen as a 5 star establishment.

Live up to your brand promise

Having a shower or a bath doesn’t make you a spa. If you market yourself as a medi-spa make sure to offer all the services you should. Your client expects and deserves to get what she has paid for.

Why should your target market take advantage of your offer? Are you making sure it’s impossible to turn down? Use methods in your advert that will add value. Increased perception of the value of that offer is important so as to not undersell your service. Key words like free or new offer attract attention

E-mail and SMS marketing – use wisely!

Head office is responsible for this, but now with our WhatsApp booking system you can do extra marketing via WhatsApp.

Train your staff to be marketing minded

Make sure you highlight marketing at this time. Allow staff to see that when marketing the company

and the services it is not only great for your business but even more so for themselves.

Always make sure staff is aware of all marketing events and special days so that they can be in the

know at all times and start promoting as soon as the time comes.

Concentrate on training to supersede client expectations

Keep a strict eye on your standard, continuously train staff and make sure to blow every client away.

If this is done, your business has made an immediate change.

Client is Key

Always give each client your best

Your staff needs to be trained to always treat every client as if they are the only. Attention to every

detail and going out of their way to make every client’s experience an enjoyable one. Customer care

and total guest experience should be #1; your main goal is to get that client to rebook and also to

talk about you

Word of Mouth – Best friend or worst enemy?

If you make sure your staff treat your clients like gold you have the best free marketing because

people will recommend you to everyone. However, if you don’t see the importance of your standard

of treatment your marketing is pointless and we know how fatal poor marketing can be

The value of repeat clients

Really look after the clients you already have to make sure they return; if you do this more clients

will follow and you won’t have to spend time and money on marketing tactics that may not work.

Your database and how to maximise it

In this day and age, it is silly to try operating your business with no software programme. The

programmes developed specifically for use in our industry are not only a marketing tool but crucial

for effectively managing and measuring each aspect. Use your database to market correctly using

demographics to spend less and be more effective. Always make sure new client details and as much

additional info as possible is loaded onto your database.

Special Occasions- A golden opportunity

If you have been running your database correctly, you will have your clients’ important dates saved.

Clients who are big spenders deserve a big something on Birthdays and Anniversaries but this is also

the perfect time to do additional special offers specifically for these clients. If they come in on their

birthday, get flowers, something small yet significant to make them feel welcome and important.

Social Media & Website

Do you need social media? YES! YES! YES!

Head office runs the website and social media platforms, but as a manager you should be joining

groups related to your area on Facebook and sharing The Laser Beautique page and specials often.

Social media and websites are a full-time job

Bearing in mind that we need to keep this active, you also need to be sure to keep a very close eye.

One bad comment just left on for 10 minutes can be viewed by many people. Let’s remember what

we spoke about with word of mouth

Marketing Strategies that work

Marketing calendars

Plan your year to include all special events, promotions, holidays and work according to it. This will

prevent you stressing when you realise you forgot father’s day!

Group bookings and corporate events

Contact the business in close proximity to your business and offer packages to reward their staff.

Make offers to include lunch if possible and gift bags. Corporate wellness is growing, be a part of it.

Salon listing sites

Use listing websites to promote your spa. This can also be useful in optimising your SCO.

Partners & Sponsorship

Look at opportunities to partner with such as ladies clubs, corporate functions, key media events and prize sponsorship.

Point of Sale material

Remember that the POSM you place around the spa is a reflection of the company. It’s vital that the material is professional and fits your corporate identity. (Example23)

Planning your Marketing

Key Annual Events

Plan your events for the year. Dates such as Christmas, Valentine’s Day, Mother’s Day, Father’s Day, boss’s day and secretary’s day are important to plan in advance. (Example)

Promotional activity

Think on your feet at all times. Do not run more than one promotion at the same time this can become confusing for the guest as there are too many messages. During down times however offer valuable promotions that will get the numbers through the doors.

Marketing Calendar- PLAN & PLAN

Set a calendar for the year. This helps you keep track of events and any required work leading up to the event. It also makes it easier to look at what was done in previous years which can be used as a bench mark for future marketing. (Example24)

Top tips

The RIGHT message to the RIGHT person at the RIGHT time

Client is Key and WORD OF MOUTH is invaluable

Use a reputable RECRUITMENT agency

Brilliant WEB presence is the best foundation

Use the MARKETING STRATEGY best suited for your business

The better the MARKETING the better the RETURN ON INVESTMENT

STAFF RECORDS

Importance of keeping Staff Records up to date

With the current HR legislation, it is vital that you keep consistent records relating to your staff in

order to monitor and fairly coach your staff. It is essential that you have records of every level of

their performance.

What Staff Records should you keep?

Any formal conversation you have with staff members that is directly related to their performances

or conduct. (Performance Reviews, Leave, Lateness, Training, Sick Leave, Good Comments,

Complaints, Rewards and Warnings)

Documenting Performance Issues

By documenting performance issues as a manager this will help you identify concerns should a trend

in behaviour arise and allows you to analyse the employees performance over a long period of time.

If a successor to you has access to this document this can prove extremely beneficial in getting to

know the overall performance of the individual at a quick glance.

5.1.1 Staff log

Password: Chloe

This is a vital part of keeping your staff’s records in order. Especially important during performance appraisals as it provides you with an overview of staff’s triumphs, issues and general behaviour. In the event of staff lodging complaints with the CCMA, this log as well as attendance register must be kept up to date, so that it may be presented in the case. Please note this sheet is password protected so that employees cannot alter the entries, and it also contains information of a private nature.

Staff Logs

A staff log is the easiest way of keeping track of your staff. (Example) Colour code your staff log so that you can immediately get an impression of the performance of your staff.

MODULE 5: HR MANAGEMENT

5.2 RECRUITMENT

Choosing the right candidate

Selecting the correct candidate takes time and fundamentally money. It takes time to train your staff

to the calibre you require and you should ensure that the candidate you choose is appropriate for

the job. Having the correct personality for your clinic and working well with the other staff members

should also be a critical part of your interview process.

How do you do this?

1. Before you interview write down what qualities you are looking for in a candidate

2. Write a few questions that will help you understand the qualities of the candidate

3. Trade test candidates that you feel pass stage 1 of the interview in all applications

4. Write notes at all points so that you remember all aspects of the interview

5. Finally, before making your final decision, call previous employers for references

Understanding their expectations and ensuring they understand yours

A large % of unhappy staff attribute their unhappiness to companies selling them a job which is later

not what they were expecting. Be very clear about the dynamics of your business and your

expectations of the staff member. In this way you ensure that there are no grey areas. Every party

has a clear idea of the job role and the expectations of the candidate.

Reference Checks

This is a vital element of the recruitment process and should not be missed. There are often

candidates that lie in their CV’s. Be objective however in the information you receive.

Contracts

Ensure that your contracts are clear, fair and easy to understand. Ensure that once you have offered

a candidate the position that you give them ample time to read the contract so they are in complete

understanding of their expectations.

4.2.1 Pre- Interview Questionnaire for Therapist

Pre-interview Questionnaire - to be completed before interview

1. Are you qualified at your position you applying for? If so please state the year you graduated, institution you graduated from

and the subjects you completed?

2.

Year:

Institution:

Subjects:

3. Are you computer literate? _________________ Please specify your proficiency, one being the highest and 5 being the

lowest.

Zenoti Software:

MS Word:

MS Excel:

Outlook:

Internet Explorer:

4. Have you treated male clients and will you be comfortable with treating our male clients?

5. Are you comfortable lasering or treating Hollywood bikini areas for woman and men?

6. Do you possess willingness to learn and have the desire to grow in your job? If so please describe one incident where you

learnt and grew in a previous position.

7. Are you punctual?

8. Do you smoke? If so, would you be able to commit to not smoking during the working day?

9. Do possess initiative? If you feel you have initiative please describe one incident, in a previous position, where you used your

initiative.

10. Have you managed staff in any previous positions you held? If so, please state at which previous organization, how many

members of staff you managed, date you started working for the organization, date employment ended and your reasons for

leaving?

1. Organization Name:

Number of staff managed:

Date Commenced position:

Date employment ended:

Reasons for leaving:

2. Organization Name:

Number of staff managed:

Date Commenced position:

Date employment ended:

Reasons for leaving:

3. Organization Name:

Number of staff managed:

Date Commenced position:

Date employment ended:

Reasons for leaving:

11. Please describe how you would ensure that the clinic you are managing is hygienic and clean at all times. (Managers only)

12. Are you sales orientated and do you consider yourself business savvy? If so, please give an example (Managers only)

13. Do you have experience with stock orders, stock take and stock controls? Please explain what programme you used or

what stock controls methods you are familiar with?

14. Have you had experience in organizing salon rosters? If so please explain what programme you used or what method you

used to organize staff rosters?

15. Have you had experience managing diaries? If so please explain what programme you used or what method you used?

16. Have you had experience using ZENOTI Salon Software? If so, please state which modules you have used? (Schedule

Assistance, Manager, Wages, Finance, Merge etc)

17. Have you been trained and have experience treating with lasers? If so, please state which lasers you are familiar with.

18. Have you been trained on, RegimA? If so, please state what RegimA treatments you have given in the past.

19. Have you been trained on, Nimue? If so, please state what Nimue treatments you have given in the past.

20. Have you been trained on Thalgo, If so, please state when the last time you performed a wrap and at which organization

21. Why did you leave your previous position?

____________________________________________________________________________________________

22. Do you suffer with any of the following contra-indications that are specific when treating clients with laser?

a. Cancer; in particularly, skin cancer

b. Pregnancy (including IVF)

c. Use of photosensitive medication and herbs for which 810nm light exposure is contra-indicated

d. Diseases which may be stimulated by light at 810nm

e. Prolonged exposure to sun or artificial tanning during the 3 to 4 weeks prior to treatment and post treatment

f. Active infection of herpes simplex in the treatment area

g. History of keloid scarring

h. Diabetes (insulin dependent)

i. Fragile and dry skin

j. Hormonal disorders (that are stimulated under intense light)

k. Use of anticoagulants

l. Epilepsy

m. History of coagulopathies

4.2.2 Interview SOP

STANDARD OPERATING PROCEDURES

DIVISION: HR CODE: SOP HR03

SUBJECT: Interview process

OBJECTIVE / STANDARD: Standardise all candidate interviews, to ensure selection of the best possible staff.

POLICY: This is our recommended process

PROCEDURE:

The Laser Beautique will carry out such procedures in line with the following principles:

1. Fairness, transparency and openness through developing job descriptions linked to competency statements. This ensures that

applicants have the opportunity to apply for posts based on either qualification or equivalents;

2. Transparency in terms of information: internal candidates are informed of all posts that become available, and are given an

opportunity to apply for these posts so as to support their career development.

3. Fairness in terms of equity: the position against unfair discrimination is specifically included in all HR policies. Unfair

discrimination is defined as the, ‘exclusion of any candidates based on race, gender, sex, ethnic or social origin, colour, age,

disability, religion, conscience, belief, political opinion, culture, language, marital status or family rZenotionsibility.’

4. Promotion of equity within the organisation with regard to gender, previously disadvantaged individuals and people with

disabilities: this ensures that as part of the recruitment, selection and appointment processes the organisation promotes

redress and access.

5. Advertise the position that needs to be filled, internally as well as to the public. See HR SOP 01 for internal procedures to be

followed

6. Use the simple job descriptions created for the job covering key activities, tasks, skills required, expectations and combine with

advert template. Refer to HR annexure Job descriptions

Refer to HR annexure 1 Manager Job description

Refer to HR annexure 36 Laser Therapist Job description

Refer to HR annexure 3B Nail technician Job description

Refer to HR annexure 15 Cleaner Job description

7. When advertising, avoid discriminatory language e.g. young person. Target the requirements of the job e.g. we seek an

energetic person. Refer to HR Annexure 7 A, B, C Position advert template

8. Candidate CV received

9. Send out job description and pre- interview questionnaire

10. Depending on results of above, candidate is asked for an interview or is declined

11. When declining a candidate use declined email template HR annexure 10

12. Face to face interview scheduled. Candidate must be asked to bring along:

a. A copy of their CV

b. Copy of ID

c. Copy of qualifications

d. Any letters of reference / reference contact details

e. Picture

13. Use the following interview questions to conduct interview

a. Full name?

b. Age?

c. Where do you live? - must be viable for travel Do you drive or take public transport?

d. How long would it take you to get to work?

e. Married / single / engaged?

f. Children? If so ages?

g. If Children, is their childcare available?

h. Look at the candidates education, certificates, diplomas

i. Go through each job, from most recent to first job and understand what has brought the candidate to where they

are today. For each position/job held you should ask and get the following information:

i. Name of Company

ii. Date Commenced

iii. Date Terminated

iv. Reason for leaving

v. When can you start

vi. What is your resignation period

vii. Responsibilities

viii. Duties performed

ix. What products used

x. What treatment performed

xi. How did the salon operated? In a computer system or on book

xii. What experience did the candidate get on the computer system used

xiii. Salary earned, basic, commission on retail, commission on services. What did the candidate take home?

What is you service to retail percentage?

xiv. Reference

j. At the end, ask the candidate, what salary candidate is looking for?

k. What salary would candidate be prepared to start off with, knowing it will grow? Remember you will have to train

this staff member for at least a month, before they start bringing in revenue - therefore they can’t start off with the

best salary. We need to determine what is the lowest they will accept to start off with, and it will grow as they grow

client base and they train and treat.

14. Refer to interview questions that can be used for all staff members (annexure 11)

15. Once verbal interview is complete and candidate is successful, schedule date for on the job experience. A morning, afternoon

or full day

16. After on the job experience follow up and see if the candidate feels they can fulfil the job requirements.

17. Decision to be made with all relevant parties, manager and owner

18. Owner to send candidate a letter of offer refer to page 63

19. Once the candidate has accepted the offer, a start date is agreed on and a meeting is scheduled for owner and candidate to

meet, go through the contract and sign necessary documents

a. employment agreement

b. restraint of trade

c. training schedule

d. employee details form

e. medical form

20. Candidate receives a copy of the signed documents and owner files copy of signed documents.

21. Every employee has to sign all the employment documents mentioned above BEFORE commencing work and training

22. When new employee commences work induction should be followed. See HR SOP 04

23. We do have a preferred recruitment agency which we have negotiated rates with

Company: Regenesis Contact: Laurien Lawrence Tel: 011- 614 9976 Email: laurien@regtraining.co.za Relevant forms will be sent to you, on return CVs will be sent to you, interviews set up. Once you are happy to employ chosen

candidate. Follow the appointment of successful candidate process

DATE: UPDATED:

MANAGER SIGN

The above information has been explained and demonstrated to

the staff member, i have explained the implications of not

adhering to set standards and procedures put into place by

Managment.

STAFF SIGN:

The above information has been explained and demonstrated to

me, i hereby understand the implications of not adhering to set

standards and procedures put into place by Managment.

1.3 HUMAN RESOURCES POLICIES AND PROCEDURES

Managers often find this area of their job role intimidating. Try and understand this is as much as possible. The more you understand the basics of employment law the more comfortable you become with dealing with these processes. There are some Key Guidelines to ensuring good HR policies within your business. EMPLOYMENT At the point of employment all staff should be issued the following documents before commencement of their start date. Letter of Offer

This is a standard letter issued on a company letter head specifying the confirmation of

employment, start date and agreed remuneration. (Page 50)

Employment Contract This is very important document gives the staff full details of the expectations and conditions of

employment with the company. It is very important that you give this to them prior to their first day

so that if there are any questions that can be dealt with immediately. It is also imperative that this

document is signed within the first week of their commencement with the business. (Page 51-62)

ID

The identification document is vital for SARS and UIF deductions and a copy must be kept on file.

Starter Detail Form

This form acts like a checklist to confirm your new staff member’s personal details, such as contact

details, physical address, next of kin and banking details (Addendum 13)

Medical Questionnaire

This is not a requirement by law however id a useful document to have. Your staff may have

conditions which you are unaware about and should they collapse in a treatment room, by having

this document you have all there medical information on file. In doing so, this can prove vital in

assisting with their emergency medical care (Addendum 14)

START OF EMPLOYMENT

Staff Folder

Create a filing cabinet with a folder for each staff member. It’s important that your staff information

is easily accessible and organised.

Staff Induction

This is your staff member’s most important training and it’s vital that this is carried out with extreme

care and precision.

Training Calendar

As discussed previously, this document should be issued to all staff. This also shows your team that

the company is well organised and is concerned with their long term development.

Induction Manual

This manual provides a step by step guide into the company’s policies and procedures.

Induction Checklist

There are often so many things to cover in an induction that it’s very easy to forget items needed to

be discussed. Prepare a checklist in order to ensure that this doesn’t happen. (Addendum 15)

R6,500 Basic with 3% commission on total turnover

Laser Soprano

Turnover basic

basic & 3%

commission

Laser Accent

Turnover

10% Accent

commission

All other

services

10% all other

services

commission

Total Services

Rendered

If one is

retailing 20%

of the service

10% Retail

Commission

Total

Potential

Earning

R20 000,00 R6 500,00 R7 100,00 R20 000,00 2000 R10 000,00 R1 000,00 R50 000,00 R10 000,00 R1 000,00 R11 100,00

R50 000,00 R6 500,00 R8 000,00 R30 000,00 3000 R20 000,00 R2 000,00 R100 000,00 R20 000,00 R2 000,00 R15 000,00

R70 000,00 R6 500,00 R8 600,00 R40 000,00 4000 R30 000,00 R3 000,00 R140 000,00 R28 000,00 R2 800,00 R18 400,00

R100 000,00 R6 500,00 R9 500,00 R50 000,00 5000 R40 000,00 R4 000,00 R190 000,00 R38 000,00 R3 800,00 R22 300,00

R120 000,00 R6 500,00 R10 100,00 R60 000,00 6000 R50 000,00 R5 000,00 R230 000,00 R46 000,00 R4 600,00 R25 700,00

R150 000,00 R6 500,00 R11 000,00 R70 000,00 7000 R60 000,00 R6 000,00 R280 000,00 R56 000,00 R5 600,00 R29 600,00

R170 000,00 R6 500,00 R11 600,00 R80 000,00 8000 R70 000,00 R7 000,00 R320 000,00 R64 000,00 R6 400,00 R33 000,00

R200 000,00 R6 500,00 R12 500,00 R90 000,00 9000 R80 000,00 R8 000,00 R370 000,00 R74 000,00 R7 400,00 R36 900,00

R250 000,00 R6 500,00 R14 000,00 R100 000,00 10000 R90 000,00 R9 000,00 R440 000,00 R88 000,00 R8 800,00 R41 800,00

R300 000,00 R6 500,00 R15 500,00 R110 000,00 11000 R100 000,00 R10 000,00 R510 000,00 R102 000,00 R10 200,00 R46 700,00

R320 000,00 R6 500,00 R16 100,00 R210 000,00 21000 R110 000,00 R11 000,00 R640 000,00 R128 000,00 R12 800,00 R60 900,00

1.3.1 Letter of Offer

Date Candidates Name Postal or e-mail address Dear ………..

Confirmation of offer of employment

We are pleased to confirm your offer of employment with our Company in the position of ………. for the

(division/department/region/branch).

If accepted your employment will commence on ………………. You will report directly to (position) and you will be located at (physical address of place of employment) I would like to schedule an appointment with you to present you a formal Letter of Appointment and explain our employment contract, training program and your commencement date. Please email or call me with a convenient time and date to meet at <address>. This offer of employment is subject to:

The signing of a full contract of employment.

The satisfactory completion of a three-month probationary period.

We confirm our remuneration offer is a gross remuneration package of R……………... With commission structure Please see below earning potential:

Once your acceptance is confirmed you will be provided with a full letter of appointment and employment contract detailing all the related conditions. Kindly indicate your acceptance of the above by signing below and returning it by hand or email (………….) on or before …………… Please contact the undersigned should you require any further clarification. Yours sincerely Employer Signed and accepted ……………………………. Name and signature of candidate Date ………………………..

4.3.2 Employment Contract

CONTRACT OF EMPLOYMENT

BETWEEN

(Hereinafter referred to as “the Company”)

AND

Name of Employee:

ID Number:

(Hereinafter referred to as “the Employee”)

1. INTRODUCTION

We have pleasure in confirming your employment with The Laser Beautique on the terms and conditions set out

hereunder. The Laser Beautique (The Employer) agrees to engage the services of _________(The Employee) in the

position of ___________branch.

The employee hereby agrees to accept service with the employer on the conditions of employment as stated in the

Contract of Employment as well as those conditions included in the Company Policy, Rules and Regulations and the

general conditions of employment.

In addition, the employee will be bound by the conditions as contained in the Main Agreement and benefit fund

arrangements for the Hairdressing, Cosmetology and Beauty Industry subject to the limitation set out in the contract of

employment.

This Agreement regulates the terms and condition of employment, as prescribed by the Main Collective Agreement of

the Hairdressing & Cosmetology Services Bargaining Council (“the Main Agreement”). Membership of the HSCBC is

compulsory for all employees and the applicable fee will be deducted from the salary monthly.

2. DUTIES

2.1 The roles and responsibilities (job description) are set out in “Annexure 1” hereto.

2.2 The Employee will report directly to (Employee) or their successor and is required to liaise with said person regularly

and keep updated in response of all aspects pertaining to current duties and responsibilities.

2.3 The Employee acknowledges that operational requirements may result in the Employee having to execute

instructions issued by other senior management and/or staff members.

2.4 The duties, as set out in this contract and the annexures thereto, are to be performed at the highest of standards as

required by the company. Refer to Annexure 1.

2.5 The Employee acknowledges that operational requirements might result in the Employee being expected to perform

these duties at alternative premises. The Employee consents to such transfer on reasonable notice and discussion with

the employee to discuss various operational determination.

3.WORKING HOURS

3.1 The normal shift hours of work is 08:00 to 17:00, 09:00 to 18:00 or 10:00 to 20:00 Monday to Sunday and Public

Holidays. These times are subject to reasonable variation and proper communication with the said employee. Individual

shift times and days off will be calculated and issued to each employee. These hours are subject to change as and when

to fit with the needs of the business.

A closing shift requires that the employee remains on the premises with the receptionist / front of house or manager until

final closing of the spa has been completed at which time all staff will leave together. This is a safety and security

measure that should be adhered to at all time and is extremely important.

3.2 The Company’s normal hours will not exceed an average of 180 hours per month or 6 consecutive days including

Sundays, should Sunday be a normal working day, save to say that due to the nature of the Company’s business working

hours are calculated over an average over a 3 month period. Based on this staff are required to work shifts not exceeding

9 hours per day.

3.3 The Employee is entitled to a meal interval of 1 (one) hour between 11h00 and 14h00 each day, or as otherwise agreed to

by both parties from time to time, timing of such to be arranged with the team leader and or manager and in accordance

with the shift schedule.

3.4 The Employee acknowledges that due to the business of the Company, the Employee will be required to work Sundays

and public holidays as set out in the Main Collective Agreement of the Hairdressing and Cosmetology Services

Bargaining Council.

3.5 If it should happen that the employee is absent from work without permission for more than 6 consecutive working days

and the owner has followed the correct procedures in trying to contact the employee along with the correct disciplinary

code and procedure being followed by the employer, then the employee is deemed to have deserted the workplace and

the contract will be terminated.

4. REMUNERATION

4.1 The Employee’s remuneration is based on a basic salary of R________. If the employee is eligible for commission on the

turnover (excluding VAT), it will be calculated as per the said calculation schedule as set out in Annexure 2.

4.2 The Employee’s remuneration is confidential and may at no time be disclosed to or discussed with fellow employees,

clients or competitors.

4.3 If applicable during the Employee’s period of annual leave, the remuneration for this period will be calculated according

to a basic salary + MPIB as set by the Main Agreement or as otherwise agreed to by the Parties.

4.4 Remuneration shall be payable monthly on the 25th day of the month. If such a day is a Saturday, Sunday or Public

Holiday, payment will take place on the following Monday or previous Friday.

4.6 Additional Bonuses, annual and/or other increments, not stipulated in the Main Agreement, are entirely at the Company’s

discretion.

4.7 As you may, from time to time, incur various business related expenses in the course of performing your duties, you will

be eligible for general expense reimbursement. You are required to submit a claim for this, in writing on a monthly

basis, providing all relevant information and supporting vouchers to your direct superior for approval and re-

imbursement

5. PENSION/PROVIDENT FUND

5.1 Membership of the HCSBC Retirement Benefit Fund is compulsory for all employees, provided they are under the age of

55. If the employer has a separate benefit scheme in place, then the employee will be exempted from the HCSBC

Retirement Benefit Fund, provided that the correct procedures are followed for the exemption process.

5.2 The Employee will be sent the relevant forms and documentation prior to confirmation of employment. If not, these will

have to be handed to the employee on starting and he or she may need to be given time to consider any options. In either

event, the required documents must be duly completed, signed and sent to the relevant Clinic Manager who will ensure

that it gets processed as soon as possible.

6. PRODUCT SALES

6.1 If it is the Employee’s duty to sell and promote the sale of products as required by the Company then the given product

sales and targets will apply. Suitable training will be provided.

6.2 Commission will be earned on the sale of any products at the rate as set out in “Annexure 2” hereto

6.3 The Company reserves the right to review the commission on product sales with 30 (thirty) days notice in line with the

requirements of the main agreement.

6.4 Commission on product sales for a month will be payable together with the remuneration for that month.

7. AUTHORISED DEDUCTIONS

7.1 Deductions will be done according to the statutory requirements (e.g. HCSBC Council levies, Union Fees / Agency Fee,

Sick Pay Fund deductions, Provident Fund deductions, UIF (where applicable) and SARS.

8. TRAINING

9.1 The Company adheres to certain standards of quality and performance and where an employee does not comply with

such standards, the employee shall be obliged to attend re-training courses or sessions either in-house or outside at any

suitable venue. (Refer to the Training Policy)

9.2 The Employee acknowledges and specifically agrees that the Company will train the Employee externally and/or instruct

the Employee to be trained by the in-house training facilitator on the in-house accredited training programme required by

the employer.

9.3 If the Employee is to leave their position, for whatsoever reason, before 1 year of employment by the company, the

Employee will be obliged to repay the costs of any training undertaken during their employment period these deductions

will occur from the date of the training and is valid for a year, this shall immediately become repayable by the Employee

who authorises the Employer to deduct such amount from any remuneration due to the Employee. Training costs are

calculated at a rate of R1000.00 per day.

9.4 If the Employee is to leave their position, for whatsoever reason, before a 2 year period of employment by the company,

the Employee will be obliged to repay the costs of any training undertaken during their employment period, which shall

immediately become repayable by the Employee who authorises the Employer to deduct such amount from any

remuneration due to the Employee. Training costs are calculated at a rate of R500.00 per day.

9.5 In addition, should training fees exceed the above amounts, the employee will be liable for the actual training costs. The

full amount will be deducted if the employee leaves within a year from the date of training and 50% of the actual costs

will be deducted if the employee leaves within 2 years from the date of training. The employee can request to be

provided with the detailed training costs, however this shouldn’t limit an employee from upskilling themselves.

10. SEMINARS / CONFERENCES ETC

10.1 The Employee shall be obliged to attend seminars, conferences, training courses and like meetings (excluding

management and staff meetings and in-house training courses) arranged by or on behalf of the Company from time to

time, even if such meetings fall on the weekend on or the Employee’s day off.

11. PERFORMANCE REVIEW

11.1 The Employee acknowledges and specifically agrees that the Company adheres to certain standards of quality and

performance and in order to maintain these standards performance reviews will be carried out continuously through

employment. Performance reviews will be conducted every 6 months as per the Performance Review Policy. At this

point your monthly commission structure will be reviewed accordingly to your performance.

11.2 Mystery guest calls/visits will also be conducted on an ad hoc basis. Should you fail the mystery guest evaluation, a R200

fine will be deducted from your salary

12. TOOLS OF THE TRADE

12.1 Each Employee will be provided with tools needed to carry out the expected work. Any tools lost or damaged are

considered the responsibility of the Employee and must be replaced immediately at the employees own cost.

12.2 It is the responsibility of the employee to keep these items clean and professional at all times. Should any tool need to be

replaced due to neglect this will be at employees cost.

12.3 If the Employee is found to be carrying out treatments with incomplete tools, damaged or substandard tools at any time

disciplinary action will be taken.

12.4 All tools being used by the Employee should be kept sterile and consistently kept at the highest standard of health and

hygiene requirements.

12.5 Should an employee break or damage clinic equipment, they will be liable to replace or repair the damage or cost there of.

13. CONDUCT OUTSIDE OF WORK

13.1 Whilst in the employment of the Company, outwork and/or moonlighting is strictly prohibited.

13.2 During the course of the Employee’s employment with the Company, he/she is expected, in addition to any professional

services undertaken, to actively market the services of the Company and to introduce new business.

13.3 While the Employee is wearing the Company uniform outside of work premises, the Employee is still seen to be

representing the Company and is required to act and conduct matters in a manner becoming of Company standards.

13.4 The Employee specifically agrees and undertakes not to perform or engage in work for remuneration outside of the

service of the Company without the express written permission to this effect from the Company. Any permission to

perform outside work for remuneration is granted on the understanding that it may be withdrawn at any time at the

discretion of the Company.

13.5 Fraternizing with clients, staff and or suppliers whilst in the employ of the Company is strictly prohibited.

14. ANNUAL LEAVE

14.1 The Employee is entitled to eighteen (18) working days paid leave after he/she has completed twelve (12) consecutive

months of employment with the Company.

14.3 This leave entitlement is to be taken at a time agreed upon between the Employee and the Company.

14.4 If the Employee has not taken his/her annual leave within six (6) months of its falling due, the Company employer will

compel the Employee to take leave failing which, the leave will be forfeited.

15. SICK LEAVE

15.1 The Employee is entitled to be paid sick leave in accordance with statutory requirements, the Sick Pay Fund Agreement

and the Sick Pay Fund Rules

15.2 Sick leave is regulated by the provisions of the Main Agreement and a Medical Certificate duly completed by a registered

Medical Practitioner must support the days of absence from work due to ill health.

15.3 An Employee is entitled to the amount of days as per the Main Collective Agreement. The pay benefits is regulated by

the provisions of the Main Agreement.

15.4 To qualify for sick leave whether paid or not and employee must produce a valid medical certificate that is legible and

reflects a registration number and practice number with a professional body. An employee will only qualify for sick leave

from that date He / she saw the medical practitioner to the date, they were booked off.

16. FAMILY RESPONSIBILITY & COMPASSIONATE LEAVE

16.1 The Employee is entitled to 3 days Family Responsibility Leave during each annual leave cycle. This leave is to be

granted when the employee’s child is ill.

16.2 The employee is entitled to 6 days Compassionate Leave during each annual leave cycle. This leave is to be granted on

the death of the employee’s primary relatives. A Primary relative is defined as spouse, life partner, parents, adoptive

parents, grandparents, child, adopted child, grandchild, and sibling. The employee is entitled to 1 day unpaid leave for

any other family member. The employer is entitled to ask for a reasonable proof as to the fact of the death of any of the

mentioned persons. The employer is entitled to ask for a reasonable proof as to the fact of the death and of the

mentioned persons.

17. CONFIDENTIALITY

17.1 The Employee agrees that he/she will not, either during the continuance of his/her employment or thereafter, except in

the proper course of his/her duties as such, divulge to any person whomsoever, any information concerning the

Company, or any of its affairs which may come to his/her knowledge both during the course and after his/her

employment.

17.2 Any written instructions, notes, client lists, referral books, diaries, client cards, documents, memoranda and software

relating to the trade secrets and confidential information of the Company shall be deemed to be the property of the

Company and shall be surrendered by the Employee on termination of this contract.

18. PATENTS, INVENTIONS AND IMPROVEMENTS

18.1 The Employee agrees that all inventions, innovations, improvements, development of training programs and/or training

systems which are made during his/her employment with the Company remain the exclusive property of the employer

and furthermore, the Employee has expressly agreed to assign any and all rights relating to such inventions, innovations

improvements and development of training programs and/or training systems.

19. RESTRAINT OF TRADE

19.1 The Employee undertakes and agrees that until 6 (six) months has expired after the date of termination of the contract of

employment, howsoever occasioned, the Employee will not, either directly or indirectly within a radius of 10 kilometres

from any of the Company’s place or places of business, (“the territory)

19.2 Use any knowledge, confidential information, business secrets and/or personal knowledge of customers of the Company,

relating to the business of the Company (“confidential information”) in any way, directly or indirectly prejudicial to or in

competition with the Company;

19.3 Be employed by any firm, business, undertaking, person corporation or company or by any agent, associate,

representative or advisor of any such organization which performs the services in such territory which are directly

competitive with those performed by the Company;

19.4 Directly or indirectly solicit the custom of or seek to take the business of any person and/or corporate entity who was a

client of the Company during the period of employment.

20. UNIFORM AND GENERAL APPEARANCE

20.1 The Employee is a representative of the Company and as such should at all times, during working hours and/or during

performance of his/her duties in terms of the agreement, act in a way that reflects positively on the image of the

Company and wear the uniform required by the Company.

20.2 Required uniform can be bought through the Company. The employee will make a contribution of 100% of the cost of

the required uniform. The Employee consents to the costs of the uniforms being deducted from their remuneration over a

three month period following the sale

20.3 Employees are required to wear name badges at all times, to be provided by the Company at no cost to the Employee.

(Repeated replacement of name badges may be charged for.)

20.4 The Employee shall ensure that his/her personal appearance shall, during all working hours and at all times that he/she

attends any function as an employee of the Company, be neat, tidy and professional, more specifically:

20.5 No earrings and rings through nose, eyes, lip, tongue and belly button unless approved by management;

No smoking and/or chewing of gum;

No jeans, takkies, holes in clothes etc.

Must follow all reasonable directives of management regarding dress code;

- Must ensure that at all times, the Employee does not suffer from bad breath, body odour and alcohol breath;

- Must not use cell-phones during working hours other than during tea breaks or other breaks authorised by the

Company

21. SECURITY

21.1 Security and Searching

While it is not our intention to adopt an unacceptably invasive approach to security, it is nevertheless necessary that the

organization take reasonable steps to protect both its people and its assets. To this end, security measures will be

implemented and adapted within the organization from time to time as appropriate.

Searching of employees may be implemented where necessary and this may be done either as they leave areas within the

premises, or, as they leave the premises.

Searching will be conducted on either a random basis or a total basis whereby all employees passing a certain point are

searched

The level of searching will be dependent on the nature of the assets on the premises and will be carried out by The Clinic

Manager and or their Nominee which may include a trained Security officer. Where searching necessitates, “patting

down” contact, the search must be conducted by a person of the same sex. Where the required searching procedure could

cause embarrassment to the employee being searched, the search will be conducted in private by a member of the same

sex.

21.2 Security

Whatever steps deemed necessary for the protection of employees and assets from external threat will be implemented

and amended as required. It is neither possible nor sensible to specify exact details of these.

As appropriate and required, access control, registers, identification cards and surveillance equipment may be utilized, as

well as photocopy and general documentation control.

As required security systems and procedures will be implemented to protect intellectual assets and sensitive commercial

information.

Breach of, or refusal to abide by, security procedures may constitute serious misconduct.

The bringing of firearms and or weapons onto the premises is prohibited, save and except with prior permission from the

CEO the said weapon will be locked in a safe and recorded in on a registrar.

21.3 Access Control

All employees of The Laser Beautique Group will be required to sign the Attendance register on entering and leaving the

premises.

21.4 Clocking Procedure (Where applicable)

On entry all employees must ensure that they complete the attendance register, indicating their time in and time out.

The time out shall only be entered on leaving the premises, and no other employee is allowed to sign in or out on behalf of

fellow employee.

21.5 Drug Testing and Polygraph Testing

The company reserves the right to conduct Random drug test. In addition, Polygraph testing may be done at company’s

discretion.

21.6 It is specifically agreed that the Laser Beautique may, and you hereby consent to, the monitoring of all e-mail

correspondence and internet usage, including but not limited to e-mail attachments.

22. DISCIPLINARY AND GRIEVANCE PROCEDURES

22.1 The Employee undertakes to abide by the Company’s disciplinary and grievance procedures that are in operation at the

Company from time to time. Upon signature of this Agreement the Employee acknowledges to have familiarised

himself/herself with the content of the disciplinary and grievance procedures.

22.2 Failure to comply with company rules and regulations will result in disciplinary action being taken.

23. RECRUITMENT FEE

23.1 Should the Employee leave the Company, for whatsoever reason, before the end of a 1 year employment period, the

Employee shall be responsible for the cost of the recruitment fee incurred by the Company his amount will be deducted

from the final pay check or any other monies owed to the Employee.

24. PREGNANCY & MATERNITY LEAVE

24.1 The law outlines the following guidelines with maternity:

24.2 No employer may require or permit any female employee to continue work during the period commencing four weeks

prior to the expected date of her confinement and ending 13 weeks after the date of her confinement (“maternity leave”).

24.3 An employer shall not be obliged to pay an employee during the maternity leave; but be obliged to reinstate such

employee in employment if she presents herself for continuous employment not later than 13weeks after the date of her

confinement. Notwithstanding the above, no employee may work for 6 weeks after the birth of her child, unless a

medical practitioner or midwife certifies that she is fit to do so

24.5 Maternity leave applies for 4 months and The Company operates the following guidelines when it comes to pay. If you

have worked in the company for:

0-5 years - No Pay

5 years 80 % of Basic Rate + MPIB at management’s discretion

24.6 It is acknowledged by the employee that should she have qualified for compensation during a period of maternity leave

and either fails to return to work, resigns or the contract is terminated for any reason relate to law, within a period of 12

months, the employee will be liable to reimburse the company either in full or a prorated amount based on the number of

months worked during the year.

25. TERMINATION OF EMPLOYMENT

25.1 An employer or employee, other than a casual employee, who wishes to terminate the

Contract of employment shall be obliged to give the following period of notice:

48 (Forty-eight hours) notice within the first month of employment;

Note: Within the first two weeks of employment, no disciplinary procedures are to be followed by the employer; thereafter normal

procedures as per the relevant Acts must be followed by the Employer.

12 working days’ notice if the employee has been employed for a period longer than one month and less than three

months; and thereafter,

One calendar month notice, if the employee has been employed for longer than 3 months.

An employer may at any time terminate the contract subject to chapter VIII of the Labour Relations Act, No. 66 of 1995,

by paying the employee in lieu of notice not less than-

48 (Forty-eight) hours’ remuneration or basic salary or wages if the employee has been employed for a period of 1 month

or less;

six days’ remuneration or basic salary or wages if the employee has been employed for a period longer than 1 month and

less than 3 months; or

12 days’ remuneration or basic salary or wages if the employee has been employed for longer than 3 months; or

In the case of an employee who is employed on a commission-only structure, notice pay, in terms of clause 19.2.1 to

19.2.3, shall be calculated in accordance with the Remuneration/Basic Salary/Wage Schedule for that area; plus (with

effect from 1 January 2007) 20% of their Average PSC (Personal Services Commission) earned in the past 12 months.

Nothing contained in this clause shall affect-

- the right of the employer or employee to terminate the contract without notice for any cause recognized by law as

sufficient;

- any written agreement between an employer and employee which provides for a period of notice longer than that

which is prescribed

- the operation of any forfeitures or penalties which by law may be applicable in rZenotiect of an employee who is

absent from work without permission for more than six consecutive working days of employment, which shall then

be deemed to be desertion;

- the right of an employee to claim that he has been unfairly dismissed.

- An employer may not terminate the services of an employee during the employee's absence from work owing to

illness, providing that-

- the employer was notified within two working days of the commencement of the illness; and

- A medical certificate explaining the reason for the absence from work is given to the employer on the employee’s

return to work.

- the notice period may not run concurrently with, and shall not be given during, an employee/s’ absence for annual

leave, sick leave, or maternity leave

26. ACCEPTANCE OF CONTRACT

Please note that should this contract not be duly signed and returned to the EMPLOYER within 14 days, and

should the EMPLOYEE continue working for the EMPLOYER. It will be deemed that the EMPLOYEE accepts

the terms and conditions of this contract and will be legally bound by them.

Please signify confirmation of your acceptance of the terms and conditions of your employment by signing the

enclosed copy of this letter and returning same to the Company.

Permanent Contract

I, the undersigned, hereby confirm that I accept the terms and conditions as set out in this letter

and the attached Annexures.

From____________________________ with an additional 3-month probationary period

Name Signature Date

Employee

Employer

Witness

4.3.2 Therapist Commission and Salaries

Basic Salaries

Basic salaries will also depend on the individual and their experience. Choose accordingly based on

driving the most revenue. What is the norm?

For example:

Junior Therapist: (less than 2 years’ experience) – R4500 basic salary + 3% commission on laser

services + 10% commission on all other services and the following sliding scale commission on retail

Therapist: (2 – 4 years’ experience) – between R5000 – R6000 basic salary + 3% commission on laser

services + 10% commission on all other services and the following sliding scale commission on retail.

Senior Therapist: (5 years and over) – R7000 basic salary + 3% commission on laser services + 10%

commission on all other services and the following sliding scale commission on retail.

Part Time Therapist/Student are employed on a different structure and receives a different

contract. Payment structures will be calculated at R250 per day with 3% commission on Laser

services and 10%v commission on all other service s and the following sliding scale commission on

retail.

Retail Commissions

Retail is the most important factor in driving a profitable salon business. Therapist must understand

that this is part of their job role and not an extra to their salary.

How do you implement and manage this?

1. Amend company contract to include a clause stating that they are required to hit 40% retail

to turnover within their probation period

2. Also remind therapists that each brand has their own product incentive programme, which

will benefit them

3. Each therapist should aim to earn the following:

Suggested New Commission Structure

Sliding Scales for retail sold (RegimA + Nimue + Thalgo)

R30,000+ retail turnover reached 12% commission

R15,000+ retail turnover reached 10% commission

R10,000 retail turnover reached 8% commission

R8000,00 retail turnover reached 5% commission

Under R8,000 3% commission

1.3 PERFORMANCE REVIEW

Managing Performance

Performance Reviews

It is paramount that in order to maintain consistency and communication with your staff that you carry out performance reviews on a regular basis. This is also extremely useful to look at both the negative qualities as well as the positive qualities of the employee and should be designed objectively to analyse all aspects of there KPI’s (refer to contracts - job description) Furthermore the performance reviews aid in identifying training needs and proves to be an excellent medium for an opportunity of open communication for both parties.

It’s important that you manage your staff individual performance. In order to follow correct disciplinary processes it’s important that you have written documentation showing evaluation and coaching of their individual performance.

Accountability

Take responsibility for the action. By keeping thorough documentation relating to the staff performance you ensure that there is a level of accountability. Remember that accountability works both ways. You cannot expect a staff member to do their job if they haven’t been trained to do it. This is the company’s responsibility. In a disciplinary process this may work against you, should you be issuing warnings relating to poor performance when the company has failed to provide the relevant training.

THERAPIST PERFORMANCE REVIEW

Confidential

This document is to be completed with Manager and Therapist – to be discussed and agreed upon. The following documents need to be attached: Staff Log, Monthly comparison of retail report and daily retail report. First allow therapist to score herself

and then Manager can correct and explain why. Reviews are about managers coaching and improving everyone performance in a constructive manner. First Name: Surname: ___ Start Date: Job title:

Reviewing manager:

Date and time of review meeting:

Performance Evaluation 1=Excellent 2=Very good 3=Good 4=Acceptable 5=Needs developing 6=Unacceptable General Review of Performance

Performance

Assessment Comments / problem / compliment

Task / solution / goal

Time Management

Attendance

Punctual

General Conduct

Job Knowledge/ Technical Skills

Client Knowledge

Quality of work

Pace of work

Relationship with

Colleagues /Manager

Relationship with

Clients

Motivation

Organisation

Communication

Initiative

Ability to meet KPI’s

Follow –ups

Retail Percentages

Before and After Portfolios

Revenue KPI (Insert last few months targets and actuals)

Jan Targets Jan Actual Feb Target Feb Actual March Target March Actual

Monthly

Target

Service Target

Retail Target

Question Answer Solution

Have targets been met?

What training has been completed during this period and how effective was it:

What training needs have been identified for the coming period?

Has the past 6 months / year been satisfactory and why?

What has been your most

important achievement this

year?

What elements of your job

are you finding difficult?

What action could be taking

to improve your performance in your current position by you and your boss?

Long Term Career plans:

Comments by Member of Staff

Comment by manager

Task to be completed Deadline Employee Signature

Date for next review:

Signed by member of staff: Date Signed by Manager/Supervisor:

4.5 VERBAL WARNING FORM

This can always be challenging factor in management. Remember be firm, fair and consistent. Do not

get emotional. It is important that all staff are disciplined equally for each offense. Remember for

every Action there is a Reaction. By setting clear boundaries and expectations the staff will

automatically know the outcome of their decision and actions.

VERBAL WARNING

Employee:

Job Title:

=====================================================================

Nature of Offence:

======================================================================

Details:

======================================================================

Type of Warning: Verbal Warning Written Warning

Final Written

Warning

Warning Valid For:

3 (three) Months 6 (six) Months 9 (nine) Months

Review Date:

Name of Person Issuing Warning:

Date: Title: Manager

Acknowledgement by Employee:

I, ………………………………………… have been made fully aware of the above and

understand the contents hereof. I also understand fully the consequences of any further

infringements. Further misconduct could lead to a disciplinary enquiry and possible

dismissal. I understand I have the right to appeal this warning within 5 (five) days of signing

this acknowledgement.

Name Signature Witness (if Employee refuses to

sign)

______________

Date

4.6 RESIGNATIONS, DISCIPLINARY HEARING AND DISMISSALS

Resignation

Resignation Letter

All staff must provide a letter of resignation when they decide to terminate their contract with their employee. The letter should specify the date written as well as last day of work. Do not accept a verbal resignation. The staff member could just decide to change their minds and there is nothing in writing to confirm otherwise.

Exit Interviews

It is important to evaluate and understand why staff has left. Provide each employee resigning with a form with 5 simple questions. These questions should be directed in such a way that it helps you understand there true reason for leaving and the job satisfaction during their time of employment.

Certificate of Employment

This must be issued to every departing staff member. This is a simple letter confirming the staff member’s details and dates of employment in the business.

What is the EOHCB?

This is the Employers Organisation for Hair Dressing and Cosmetology. It is strongly recommended that if you are in the industry you join this body. They provide you with guidelines and procedures on employment law and prove useful when conducting disciplinary hearings.

Disciplinary Procedures

Ensure your staff understand and sign a code of conduct

Your code of conduct identifies all your company policies and procedures from behaviour at work to treatment processes.

Ensure your staff members understand the disciplinary procedures

The law requires you to explain the simple conditions of the disciplinary process. Explain disciplinary process and grievance process.

Be consistent

Every disciplinary process must be consistent and fair. You cannot treat certain staff differently because you prefer them as a person. Inconsistencies can result in the loss of your credibility amongst your staff.

Disciplinary Processes and Guidelines

When should I issue warning?

When a staff member has failed to follow company procedures

If you have imposed clear guidelines and instructions and a staff member has deliberately failed to comply or carry it out, then a warning should be issued. Be careful not to issue warnings for petty issues, otherwise you will find you have no staff left and your disciplinary process also loses credibility. For petty issues use a demerit system and should this persist then issue a warning

When a staff member has failed to follow company standards

Again these should be in SOP and should the standard not be followed a warning should be issued. These should be dealt with strictly; any lenience in this area will result in inconsistencies in standards amongst your staff.

When a staff member fails to follow instruction

This is classed as insubordination and can be considered on two levels. Gross Insubordination for serious offences where a staff member has failed to follow an instruction and the result of which has caused some sort of loss to the company. Minor insubordination is for minor offenses.

Warnings, suspensions and dismissals

1st Verbal Warning

Verbal warnings are issued for a first time offence. This is usually the first form of the disciplinary process. Although this is verbal this is still document and filed. This is issued in a formal meeting between management and the staff member in question. This meeting should be minuted and must be signed by the person in question. Should the staff member refuse to sign a witness may sign the document agree that the even took place. (Example 22)

First Written Warning

These are issued as a 2nd offence for the same offence. The same process will apply as above.

2nd Written Warning

These are issued as a 3rd offence for the same offence. The same process will apply as above.

Final Warning

This process is followed for offences deemed serious or for persistent offences of the same offence. At this point a disciplinary Hearing must be called and chaired independently in order to make a final decision on the outcome. After the hearing is held the chairman will consider the evidence and come back with a final decision.

Suspension

Suspension is carried out in the event that a staff member has been accused of a very serious offence. These offences could be theft, arriving drunk at work, swearing at a client etc. Note that while a staff member is suspended from work this will be at full pay of the company so it’s important that this only be considered for very serious offenses. When you decide to use this procedure the staff member must be called in an issued a formal letter explaining the reason for the suspension and the processes that will follow. A suspension must be issued in writing and does not necessarily mean the loss of job. During the suspension it will be the manager’s duty to carry out the required investigation. Thereafter a disciplinary hearing will be held and the outcome decided by the chair person at the hearing.

Dismissal

A dismissal can only be carried out pending a disciplinary hearing. It is imperative that you always prepare a very strong case. The chairman is generally someone who has no personal relationship with the business and is generally a representative of the EHOCB, another department head or a HR consultant. This ensures that the hearing is fair and that there is no discrimination. If these processes are followed correctly this helps you have a strong case should the employee decide to take you to the CCMA. However should these processes not be followed 100% correctly dZenotiite whether the employee is just or not the CCMA will hold you liable because the correct procedures

weren’t followed? Following the outcome of the disciplinary a letter must be issued giving notice of the dismissal and final pay. Dismissed employees must be paid within 7 days of their dismissal.

Exercise- Group role play

Disciplinary Hearings

Preparing your case

It is vital that prior to any hearing you prepare a strong clear case against the offender.

Preparing the evidence and documents

Any evidence that you wish to use in the hearing must be clearly documented and needs to be issued to the employee at the time when the notice is issued. No evidence can be used in the hearing that hasn’t been issued beforehand. If there are other people involved this can be done in the form of a statement. Any statement used must include the availability of the person on the hearing day.

Statements

Statements' are useful tools when preparing case as in most incidents there are other people involved in some way. Statements must be dated and clearly written. Statements should be pure fact s and should not have any emotional wording. Statements should be signed by the person writing with their full name and title below.

Notice of Disciplinary Hearing

The employee must be issued a notice of hearing no less than 48hrs before the hearing is scheduled to take place. The notice of hearing lists the date and time of hearing, the details of the allegations and the disciplinary process follow. Along with the notice, the employee must be provided with all the evidence which will be used against them during the hearing. The employee has the right to cross examine any witnesses and may call witnesses of their own, should these be requested. This person may only be a union representative or a fellow colleague. They cannot bring a relative or a lawyer.

How is a disciplinary hearing conducted?

Who can and must attend?

There are usually a minimum of 5 people at the hearing: Chairman (Chairing the hearing), Manager (representing the company), company minute taker (there just to document the meeting and does not have any say during the hearing), Accused Employee and the employee witness (this person is just an observer for the employee and has no say during the hearing)

Introduction

The chairman generally opens the hearing by introducing himself and explaining the role he will play in the hearing. He/she will then explain the rest of the process to follow and will ensure that the employee understands the process. In the event that the employee has poor English the company may be required to bring someone in to interpret on the employees behalf. The chairman will then read out the notice and the allegations and ask the employee to make a plea.

Company statement to Chairman

The chairman will then ask the company to present their case. At this point you will be expected to give a full summary of the events and in the evidence gathered. It is essential that your points are very clear. Again it is imperative that you stick to facts and the is no emotional wording used

Company witnesses

At this point you will be asked to call your witnesses and ask any relevant questions.

Accused cross examine

The employee will then also be offered the opportunity to cross examine the company witnesses.

Accused Statement

The chairman will then give the employee the opportunity to state their case.

Accused Witnesses

The employee will then be given the opportunity to call any witnesses of their own should they have any.

Company cross examines

The company will then be given the opportunity to cross examine the employee and there witnesses. Always ask open ended questions that are going to lead to destabilising there case.

Concluding points from both parties

The chairman will then ask both parties to make concluding points and may ask some further questions relating to the case.

Chairman Conclusion

The chairman will then conclude by saying that he will consider the notes and will return with a concluding decision in writing within 2 days of the hearing. Once he has issued you with the final decision you must call the employee in and formally notify them of the outcome. Again ensure that there is someone there to minute the event for record purposes.

Exit Interview

STANDARD OPERATING PROCEDURES

DIVISION: HR CODE: : SOP HR 022

SUBJECT: Interview process

OBJECTIVE / STANDARD: Standardise all exit interview processes

POLICY: Any member of The Laser Beautique failing to comply with these standards will be subject to warnings and disciplinary

action

PROCEDURE:

1. This is done by owner or head office

2. Exit interview is completed. Refer to HR annexure 18

3. A certificate of service is given to leaving therapist

DATE: UPDATED:

MANAGER SIGN

The above information has been explained and demonstrated

to the staff member, i have explained the implications of not

adhering to set standards and procedures put into place by

Managment.

STAFF SIGN:

The above information has been explained and demonstrated

to me, i hereby understand the implications of not adhering to

set standards and procedures put into place by Managment.

Exit Interview Questionnaire

Employee’s First Name_______________________

Employee’s Last Name________________________

Today’s Date________________________________

Position held at The Laser Beautique_________________________________________________________

Reporting to (Full Name and Title):___________________________________________________________

Date employment commenced____________________________

Date leaving______________________________

Interview conducted by (Full Name) _____________________

Position__________________________________

Signature_________________________________

Date____________________________________

Signature of employee_______________________________

1. Reason for Termination

Dismissal

Resignation

Incapacity

Retrenchment

If resignation, state reasons for resignation:

______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2. If for a better position why is it better?

_____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

3. When you joined the Company were you properly welcomed, inducted and was all the necessary

paperwork carried out efficiently?

______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

4. Were you introduced and welcomed by your immediate superior?

______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

5. Were the Company’s rules, regulations and your role clearly explained?

______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

6. Was your job description and responsibilities clear and easily understood?

______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

7. Did you undergo any training while in the organisation? If yes what was the training and how valuable was

this?

______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

8. Do you feel that the management communicated well with employees and did you feel that you could

communicate with management?

______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

9. Do you feel the Company made the most of your abilities, knowledge, experience and potential?

______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

10. Were you fully utilized?

______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

11. Were you happy in your job?

______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

12. Were you unhappy in your job?

______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

13. Do you feel that the Company’s conditions of service and benefits are competitive?

______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

14. Were your performance appraisals and performance reviews of value to you?

______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

15. What do you think about the Company’s reputation and image? How do you think it can improve?

______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

16. If circumstances were to change would you like to work for the Company again?

______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

17. Have you any suggestions to make?

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

4.7 GRIEVANCE FORM

STANDARD OPERATING PROCEDURES

DIVISION: HR CODE: SOP HR 035

SUBJECT: Grievance SOP

OBJECTIVE / STANDARD: to ensure correct grievance form and process is completed when a staff member has a grievance to lodge

against their superior

POLICY:

The Laser Beautique acknowledges that if an employee who has a valid grievance, against The Laser Beautique, it’s management or a fellow employee or is dissatisfied with any matter concerning the employee’s work situation or conditions of employment, shall have the right to lodge a grievance with The Laser Beautique. The Laser Beautique will consider, and attempt to resolve, any such grievance at the earliest possible stage, to the satisfaction of both parties Accordingly, The Laser Beautique has agreed to implement a grievance procedure, the main purpose of which will be to prevent and resolve

conflict in the workplace and to protect the interests of management and employees

Refer to HR annexure 25

PROCEDURE:

PRINCIPLES

1. Any employee or group of employees may lodge a grievance, which directly concern them, with The Laser Beautique in terms of the

grievance procedure.

2. Any grievance lodged will be attended to as speedily as possible and will not be unreasonably delayed. (In most cases it will be addressed

within 3 working days)

3. Management will consider all grievances lodged in a fair and just manner.

4. No victimisation of any employee who has lodged a grievance will be tolerated.

5. The Laser Beautique will convene a Grievance Hearing at which the following rights will apply:

6. An interpreter drawn from The Laser Beautique personnel will be provided for the employee if necessary.

7. Parties will be allowed to call witnesses to testify.

8. Parties will be allowed to question and cross examine witnesses who testify.

9. The Laser Beautique will not proceed with the investigation if the aggrieved party is not present.

10. Any employee lodging a grievance may be accompanied and represented at any stage of the procedure by a colleague of his/her

choice, or by a clinic/salon steward, who is an employee of The Laser Beautique.

11. The grievance procedure is available to all employees of The Laser Beautique.

12. Wherever possible grievance hearings will be held during normal working hours. Notwithstanding the above, employees will be

remunerated at their normal pay rates for the time spent with management in discussing grievances, on condition that the laid down

procedure is being complied with at the time.

13. PROCEDURE

Step 1 An employee who has a grievance must first report such a grievance to his/her immediate supervisor and discuss the matter with him/her on an informal basis. In the event of the grievance not being resolved during these discussions, the employee must inform his/her supervisor that he wishes the matter to be treated as a formal grievance by completing a notification of grievance form. Refer to HR annexure 25 Step 2 (Only applicable where the immediate manager/supervisor is not also the head of department) In the event of the grievance not being resolved at Step 1 within a maximum of three (3) clear working days of a formal grievance being lodged, the employee may ask to see his/her head of department. The head of department and the employee must endeavour to resolve the matter as soon as possible. Step 3 In the event of the grievance not being resolved at Step 2 within a maximum of three (3) clear working days, the employee may ask to see the Owner /CEO (third reporting level). The Owner / CEO and the employee must endeavour to resolve the matter as soon as possible. Step 4 In the event of any grievance not being settled at Step 3 within three (3) clear working days from date on which the grievance was referred to the third reporting level, the employee may elect to have the matter referred to a meeting to be attended by the following: The dissatisfied employee A representative The Owner / CEO Another representative of The Laser Beautique The committee must discuss this to resolve the matter within a maximum period of five (5) working days. Step 5 If a grievance remains unresolved the parties may pursue any other lawful course of action. Refer to annexure 25 Notification of grievance

DATE: UPDATED:

MANAGER SIGN

The above information has been explained and demonstrated to the

staff member, i have explained the implications of not adhering to set

standards and procedures put into place by Managment.

STAFF SIGN:

The above information has been explained and demonstrated

to me, i hereby understand the implications of not adhering to

set standards and procedures put into place by Managment.

GRIEVANCE FORM

Stage Of Grievance 1 2

Employee Name Manager’s Name

Position Manager’s Position

Employee Number

DATE OF GRIEVANCE

NATURE OF GRIEVANCE: (use additional sheets if necessary)

SETTLEMENT DESIRED

SIGNED BY EMPLOYEE DATE

RECEIVED BY (Print Name)

SIGNATURE DATE

DESIGNATION

DO YOU REQUIRE AN INTERPRETER? YES NO

NAME OF APPOINTED REPRESENTATIVE

STANDARD OPERATING PROCEDURES

DIVISION: HR CODE: : SOP HR 08

SUBJECT: Public and religious holidays

OBJECTIVE / STANDARD: to ensure there are enough staff to work on a religious or public holiday

POLICY: Any staff member failing to comply with these standards will be subject to warnings and disciplinary

action

PROCEDURE:

1. Public holiday - There are only two of the 13 official public holidays that are recognised as religious holidays, Christmas day

and Good Friday, and must be granted to all staff. Shopping centres usually don’t force shops to be open on Christmas and

Good Friday

2. Religious holidays - Will take place with employees (maybe Muslim or Jewish) who do not celebrate these religious days to

work on those days (double time applies).

Alternatively it may suit some Christian employees, who are not particularly religious, to work these days and take other days off (Double time still applies on the public holidays). The present situation is that in terms of the Basic Conditions of Employment Act, public holidays may only be worked by agreement between employer and employee, and this would imply that the employee has the right to refuse to work on a public holiday, and particularly if it is a matter of religion, where an employer may not discriminate against employees on the ground of their religion.

3. According to the bargaining council when a public holiday falls within your normal working hours. You will have to work and

a day in lieu will be given to you for working on a public holiday.

DATE: UPDATED:

MANAGER SIGN

The above information has been explained and demonstrated to the

staff member, i have explained the implications of not adhering to

set standards and procedures put into place by Managment.

STAFF SIGN:

The above information has been explained and demonstrated

to me, i hereby understand the implications of not adhering to

set standards and procedures put into place by Managment.

Why is training important?

Training is the key to ensuring good overall standards. The only way to maintain good company

standards is to offer consistent training and documentation.

What training should I offer my staff?

Staff should be trained in all modules that affect how they conduct their job. For example, all treatment training, laser training, product training, company inductions, SOPs etc. It is important that as a business, you show accountability in ensuring that you have aided in all aspects of ensuring the staff member has the tools to do their job optimally, Zenotiecially in a case of disciplinary action.

Planning your training for the year

Part of the key points in your action plan for the year is developing your training calendar. By planning makes training easier to manage and gives you a focus on what achievements you will have in that year in relation to staff development. This must include a list of therapists and her training requirements prior to the treatment of clients as well as accreditation on the wall. Training must be completed within a maximum of 3 weeks of employment. Follow up training must also be prepared for other items such as retail skills and refreshers where needed. The Laser Beautique Training Calendar is in Outlook > Calendar > Training Calendar. You should be checking this calendar on a monthly basis and communicating to head office your staff training requirements.

TLB Training

Training Course Breakdown Duration Number of Training Conducted

Frequency Trainer/Facility

TLB Induction Training

Introduction to the TLB group

OPS Policies & Procedures

Collateral: including gift vouchers/promo vouchers/loyalty. Pricelists intro & explanation (courses & packages) group orientation, overview of the branches & treatments offered

Intro to laser treatments

Comparisons of Soprano & rival technologies

Laser theory

Safety

Soprano SHR and NIR Demo and Practical

1 day training

12 1 monthly TLB Trainer at Head Office

MODULE 6: TRAINING

Reception rules

Treatment enquiries

Consultation Forms

Human Resources

Accent Training

Intro to accent treatments

Comparison between Accent & rival technologies

Radio Frequency (RF) and Ultrasound (US) theory

Demo and Practical

1 day 4 Every 3 months

TLB Trainer & available clinic

Fake BakZenotiray Tan

Product overview and intro

Room prep and setup

Spray Tan Demo

2 hours 4 Every 3 months

TLB Trainer & available clinic

Managers Training

TLB’s managers intro (roles of a manager)

Reports (Daily, Weekly, Monthly, Annually)

ZENOTI Reporting

HR (interviewing process, staff motivation & incentivizing)

Strat & Marketing Planning

Human Resources Management

General Operations

Driving revenue

3 days 1 Annually TLB Trainer at Head Office

Sales Training

Sales technique Intro

Sales objections and how to overcome

Sales tips per brand

Sales role play

1 day 4 Every 3 months

TLB Trainer & available clinic

Customer Service

TLB telephone etiquette

TLB Reception Welcome & Etiquette

TLB customer care during treatment

TLB client departure etiquette

TLB follow up

½ day 4 Every 3 months

TLB Trainer & available clinic

ZENOTI P.O.S

ZENOTI adding clients, details, accessing history & notes

Sending quotations

Processing gift vouchers

Processing course sales

1 day 4 Every 3 months

TLB Trainer & available clinic

Processing cash sales

Client accounts

Client sessions remaining

scheduler

Men’s Hollywood

Practical demo of men’s Hollywood LHR Treatment

1H30 4 Every 3 months

TLB Trainer & available clinic

Nimue Training

Course Description Frequency & Duration

Basic Education Nimue Theory Basic Phase 1 & 2. Treatments that may be performed after this training (Deep Cleanse, Therapeutic, Professional Eye, Active Rejuvenation & Booster treatments

2 Day Training (x2 Monthly)

Advanced Education Theory & Practical on Advanced Rejuvenation treatments including TCA and Glycolic Peels

1 Day Training (x1 Monthly)

Masterclass Theory & Practical to cover Bio Lacto and Penta-Salaic Peeling Treatments

1 Day Training (x1 Monthly)

ReͬgimA

Course Frequency & Duration

Classic & The Zone Theory & Practical Training 2 day training (held every second month)

Optiphi

Course Frequency and Duration

Classic Range 2 day training

Active range 2 day training

5.2 STAFF TRAINING LOG

This will allow you to track your therapists training progress and competencies, as well as provide

you with necessary info should they be resigning and training days need to be deducted from the

final salary.

STAFF TRAINING LOG

Therapist 1 Therapist 1 Therapist 1

Induction

Front of House/ Zenoti

SHR/ NIR

Accent US & RF

Threading

RegimA

Nimue

Optiphi

Eyebrow design

Dermaplaning

Management training

Product House Contact Details: Regima Training Fred Astaire Dance Studio 159 Beyer’s Naude Drive Johannesburg

Nimue Training Ascendis Health Building Cnr. William Nicol And Sloane Bryanston

STANDARD OPERATING PROCEDURES

DIVISION: Training Ops CODE: SOP OPS 146

SUBJECT: Training Bookings

OBJECTIVE / STANDARD: To ensure that all training bookings are made efficiently and correctly

POLICY: This is a compulsory process

PROCEDURE:

1. By the end of each month please Email training@thelaserbeautique.co.za for any staff training bookings, including refreshers

etc. Relevant to the month ahead.

This applies to training required for Induction Training, Soprano, NIR, Accent, and Harmony. All the training dates have been

added to the TLB Training Calendar.

2. Each branch will be responsible for requesting & booking training directly with the different product houses/training providers.

Please ensure you request training well in advance as they do get fully booked quite quickly.

3. When requesting training please include in your email any special dietary requirements your staff member may have, (please

note that Optiphi, Nimue do offer lunch for full day training at no charge) TLB & RegimA does not offer lunch, and therefore,

your staff member will need to take along refreshments.

4. Once the training provider has confirmed training availability. Add staff member to the TLB training calendar: Staff Name to be

entered onto the calendar, include branch name and the date added.

5. Confirmations will be sent out the week before training is being conducted- if you do not receive a confirmation from the

selected training provider please contact training@thelaserbeautique.co.za to confirm the training, this is to ensure that the

booking has been confirmed.

6. In the event of a cancellation: please ensure that an email is sent to both training@thelaserbeautique.co.za and to the

relevant training provider or notify head office telephonically.

7. To cancel any TLB training please notify the National Training Manager on training@thelaserbeautique.co.za a minimum of 48

working hours in advance.

8. Please note that for RegimA training, a fee of R150.00 will be charged if a staff member is issued with a RegimA manual.

Please ensure that your staff member therefore takes your branch copy of RegimA’s new manual. This manual will belong to

each branch and all ladies attending training can take this with. This manual can be printed out at our own expense or received

and paid for at training.

9. Optiphi training, a fee of R150.00 will be charged if a staff member cancels late.

10. Eyebrow Design Training - A cancellation fee of R600-00 will be charged if the relevant salon’s fail to cancel the training a

minimum of 48 working hours in advance.

MODULE 7: GENERAL OPERATIONS

6.1 CLIENT COMPLAINTS

Dealing with Difficult Clients

What is a difficult person? A difficult person is one whose behaviour causes difficulties and conflict for yourself and others. Dealing with difficult people = dealing with difficult behaviour. People who work with the clients all day are susceptible to losing control, basically when dealing with an angry client on the phone or in person. Learning to handle these clients makes all the difference in how you both will feel. We are unable to control a client’s behaviour but how we choose to control our reaction to that person will provide the end result to a happy or unhappy client.

Handling Rude or Impatient Clients

1. Stay calm. 2. Try to remain diplomatic and polite. 3. Remove the client from the reception area – take the client outside – some clients like to

make a fuss 4. Getting angry will only make them angrier. 5. Always show willingness to resolve the problem or conflict. 6. Try to think like the caller. Remember, their problems and concerns are important. 7. “I understand you are upset “ 8. Be willing to handle irate clients. 9. Speak slowly and calmly. Be firm with your answers, but understanding. 10. Sometimes the irate client just wants someone in a supervisory capacity to listen to their

problem/concern.

Dealing with a complaint

Managers always find this aspect of their role challenging and difficult. By implementing clear procedures in dealing with complaint it makes it a bit more comfortable when being challenged with the situation. Remember the following tips when dealing with complaint:

Listen

Your guest is clearly upset and it’s important that you listen and gather all the information you need. By listening you are illustrating to the guest that you are interested in their views.

Investigate

Always investigate the details of the complaint. Do not do this in front of your guest though. Were possible do not allow the guest to leave unhappy however if it’s a complicated complaint advise the guest you will be calling to discuss the matter further in no more than 24hrs from when the complaint is logged.

Feedback

Always feedback to the guest so that they know you have dealt with the matter on a serious level. Do not ever promise to call the guest to give them feedback and don’t. This is extremely un-professional and could result in just as much damage being done.

Compensation

Decide on the compensation in relation to the complaint. Be fair but also be cautious about being too generous. You may also come across a compulsive complainer who seems to be after nothing but the freebies. Unfortunately, by the looks of things this guest will never be happy and will cost you money.

Follow up

Always follow up. The guest must know that the company value their opinion and are proactive in trying to improve their service.

Train your staff to be customer service conscious

As a manager, you will find that you will often be at the forefront of dealing with the difficult

clientele as well as handling any adverse reactions or side effects caused by our treatments. Please

ensure that Head Office is notified of complaints/ adverse reactions ASAP, so that we can provide

you with the necessary support, to diffuse the situation.

Some of the Key Points for Handling a disgruntled Client:

1. Remain calm. When a customer starts yelling or being otherwise rude, there is nothing to be

gained by responding in a similar manner. In fact, that will probably escalate hostilities. Maintain

control of yourself, even if the customer’s tirade makes you feeling like yelling yourself.

2. Don’t take it personally. Remember, the customer is not angry with you, they are displeased with

the performance of your product or the quality of the service you provide. Your personal feelings are

beside the point.

3. Use your best listening skills. The first thing an angry customer wants is to vent. To do so, they

need someone to listen—and, for better or worse, you are that person. Listening patiently can

defuse a situation, as long as the customer feels acknowledged in his or her complaint. Hear them

out. When they are done talking, summarize what you’ve heard and ask any questions to further

clarify their complaint. Body language can be critically important here. Keep eye contact. Stand or sit

up straight. Keep your arms uncrossed. Show how closely you’re paying attention to their problem.

4. Actively sympathize. After the customer vents, he wants to know you understand where he’s

coming from and how he or she feels. Express sympathy for their unpleasant customer experience.

Understanding goes a long way toward smoothing things over.

5. Apologize gracefully. Whether the customer’s complaint is legitimate or not is really irrelevant. If

you want her to stay a customer, you need to express an apology for the problem they are having

(or perceive to be having). A simple, straightforward statement is often all that’s needed: “I’m sorry

you’re not happy with our product. Let’s see what we can do to make things right.”

6. Find a solution. Once you understand why the customer is unhappy, it is time to offer a solution.

Ask him what he feels should be done or put forward your own fair and realistic answer to the

problem. In most cases, that’s all the customer is looking for—and may result in providing some

degree of satisfaction.

7. Take a few minutes on your own. After the situation has been resolved and the customer is on

her way, it’s helpful for you to take your own “time-out.” Even if you’ve handled the situation in the

most professional way possible, it’s still a stressful experience. Rather than let that stress linger

inside you, take a short walk, treat yourself to a snack or find someone to talk to who makes you

laugh. Then you’ll be ready to once again engage with your customers.

STANDARD OPERATING PROCEDURES

DIVISION: Ops CODE: SOP OPS 127

SUBJECT: Adverse Reactions due to therapist negligence

OBJECTIVE / STANDARD: To ensure each therapist adheres to and the recommended treatment protocols and parameters set out by

TLB when treating clients.

POLICY: In the event of a therapist not adhering to The Laser Beautique’s recommended protocols and suggested parameters, the

therapist will be liable for funding the correct homecare products required for healing and repairing the damage/injury caused.

PROCEDURE:

1. The correct treatment protocols and parameters are to be followed with each and every treatment.

The Laser Beautique has constructed and developed safe and effective parameters for you to achieve the best results,

whilst ensuring client safety.

Should the therapist choose not to follow these parameters, The Laser Beautique will not be held liable for any adverse

reactions arising.

2. In the event of a burn/ scar being the result of not following protocols, the therapist will be held liable for covering the cost

of supplying the client with the correct homecare as well as any supplementary treatments which may be required to repair

damage caused.

3. In the event of the client needing to seek Medical advice, and this not being covered by the client’s medical aid, the therapist

involved will be liable to cover the medical fees and subsequent prescriptions if necessary.

4. The therapist & her branch manager in question are to ensure that the client completed the adverse reaction form

timeously, and that the event is correctly documented, including photographs being taken.

5. Head office is to be notified immediately when client informs branch of an adverse reaction, so that a case file can be

opened, and instruction given to dock the correct amount from the salary.

6. In the event of paperwork, including consultation and treatment forms not being completed accurately, and honestly, the

above policy will also be applied.

DATE: UPDATED:

MANAGER SIGN

The above information has been explained and demonstrated to the

staff member, i have explained the implications of not adhering to

set standards and procedures put into place by Managment.

STAFF SIGN:

The above information has been explained and demonstrated

to me, i hereby understand the implications of not adhering to

set standards and procedures put into place by Managment.

Treatment Adverse Reaction Form: To be completed within 48Hours of receiving treatment and

experiencing an adverse reaction

Client Name: _______________________________________

Branch: _____________________________________________

Treatment: _________________________________________

Therapist Name: _____________________________________

Manager: ___________________________________________

Date: _______________________________________________

By completing this form, you are formally notifying us of a reaction you experienced during a

treatment at The Laser Beautique. This form will be submitted to Head Office for analysis. Please

confirm that you do not suffer from any of the following conditions and if you were you disclosed this

in your consultation card:

Condition Yes No

Cancer; in particularly, skin cancer

Pregnancy (including IVF)

Use of photosensitive medication and herbs

Diseases which may be stimulated by light

Prolonged exposure to sun or artificial tanning during the 3 to 4

weeks prior to

treatment and post treatment

Active infection of herpes simplex in the treatment area

History of keloid scarring

Diabetes (insulin dependent)

Fragile and dry skin

Hormonal disorders (that are stimulated under intense light)

Use of anticoagulants or uncontrolled bleeding

Epilepsy

History of coagulopathies

Chronic skin conditions / irritated skin (i.e. Urticaria)

Active collagen or vascular disease Recent (less than 6 months)

Use of Isotretinoin (Accutane)

Hernia incl abdominal

Poor healing in the treatment area

Burns in the treatment area

Pacemakers

Bacterial or viral infection

Impaired immune system

Decrease in circulation

Undiagnosed somatic pain

Psoriasis

Infection

Heart disease

Large metallic dental or prosthetic implants in the treated area

Ablative/non-ablative cosmetic intervention (deep peeling) in the

past 3 months

Thrombophlebitis/ Phlebitis and blood-clotting (hematology-related)

Implantable pacemaker or automatic defibrillator/ cardioverter

(AICD)

Past or present autoimmune illness or disorder

Systemic high blood pressure (systolic pressure >140mm/Hg and

diastolic pressure > 95mmHg)

Extensive radiation therapy

Multi systemic diseases (uncontrolled diabetes, hypertension,

coronary artery disease, renal insufficiency, etc.)

Hepatitis

Oil/cream/deodorant used in area day of treatment

Date Submitted to Head Office: _________________________________________________

Solution/Feedback__________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

______________________________________

Internal use: Therapist Only

Technology Used: Soprano/Accent/Harmony:

Module used: HR/ ST/ Laser Facelift/Laser Lipolysis/RF/Acne/DYE VL/

VP Cooled/ ClearLift/ IPixel/ QSwitch/ ND Yag.

Desired Result:

Client Skin Type :

Hair Colour (Laser Hair Removal)

Hair Density (Laser Hair Removal)

Lesion Type: (Vascular/Pigmented)

Other: (RegimA/ Nimue/ Sans Soucis )Treatments

Treatment Parameters: (Only complete as applicable for module in

question)

Area Treated :

Parameters such as Laser mode (SHR/LHR/Sub stack/In

motion/Stationary)

Grid Size :

Fluence Setting :

Total/ Accumulative Energy:

Pulse Width:

Spot Sized :

Tip Used (iPixel/ QSwtch)

Immediate RZenotionse:

Adverse Reaction: (Burn/ Footprints/ Crusting/ Blisters)

PHOTO 1

PHOTO 2

In Clinic Incident Report

Name and role of person completing this form:

Signature of person completing this form:

Date:

Incident

Date and time of incident:

TLB Clinic name:

Client Name/s of person/s involved in the incident and TLB Clinic associated with Incident:

Treatment performed, package or individual service

Description of Incident

Employee Explanation

Reporting of the incident to Head Office

Manager on duty (include contact details):

Incident Reported to:

Date:

How (this form, in person, email, phone):

Follow Up Action:

Description of actions to be taken:

Date incident resolved by:

6.2 OBSERVING CLINIC STAFF

Observing your staff’s behaviour, within their working environment, is crucial as a manager. This will

allow you to determine their strengths as well as areas they may require more coaching.

Observation and Feedback (Coaching)

Once performance objectives and standards are established and clearly communicated, you should

observe employees' performance and provide feedback. You have a rZenotionsibility to recognize

and reinforce strong performance by an employee, and identify and encourage improvement where

it is needed. You provide informal feedback almost every day.

By observing and providing detailed feedback, you play a critical role in the employee's continued

success and motivation to meet your performance expectations.

Coaching is a method of strengthening communication between you and the employee. It helps to

shape performance and increase the likelihood that the employee's results will meet your

expectations. Coaching sessions provide you and the employee the opportunity to discuss progress

toward meeting mutually-established standards and goals. A coaching session focuses on one or two

aspects of performance, rather than the total review that takes place in a performance evaluation.

Effective coaching can:

Strengthen communication between you and the employee

Help the employee attain performance objectives

Increase employee motivation and commitment

Maintain and increase the employee's self-esteem

Provide support

Please see below examples of invaluable observations, you can make on a daily basis.

Therapist Reception Of Clients:

- Confident

- Introductions

- Provides Client with clear instructions/ directions.

- Is warm, welcoming and friendly

Answering the phone:

- Clear & Confident

- Uses the correct script.

- Ensures clients details are taken down correctly

- Concludes the conversation professionally

Attitude Towards Colleagues

- Friendly

- Polite

- Positive

- Willing to help

- Professional

Behaviour When not treating

- Productive, even when not booked

- Administrative tasks

Cleanliness/ Hygiene

- Check rooms post treatment, to determine the therapists are

cleaning correctly.

- Hygiene procedures and SOP’s are followed.

Administrative Functions

- The therapist is confident & efficient in operating ZENOTI.

- Consultation cards are correctly completed.

6.3 THERAPIST COLUMN RATING

Therapists are able to generate more income for your business by upselling and retailing to clients

booked in their columns. When booking new clients, ideally you would book them with the

therapist that has the best service to retail ratio- as this is the therapist who will get more revenue

from the clients booked in their column. The below formula can be used to determine in which

order your therapists should receive NEW bookings.

Therapist A

Services Revenue: R6300.00

Retail Revenue: R4000.00

Total Revenue: R10300.00

Services VS Retail % = R4000.00 / R10300.00 X100 = 38.8%

Therapist B

Services Revenue: R10 000.00

Retail: R5500.00

Total Revenue: R15500.00

Services VS Retail %: R5500.00/R15500.00 X100 = 35.48%

Therapist C

Services Revenue: R20 000.00

Retail Revenue: R 7000.00

Total Revenue: R27 000.00

Services VS Retail %: R7000.00/R27 000.00 = 25.92%

This means that Therapist A is the therapist that is maximising revenue on the clients she has in her

column. Therapist C has the highest turnover but the lowest ratio, and therefore, she should not be

the first to receive new bookings. This theory can improve your clinics turnover, whilst providing for

healthy competition between the therapists to put themselves in the first column position for new

business.

Please note that client request to be placed with a certain therapist, should always be honoured.

First column preference will pertain only to NEW clients or those who are indifferent as to which

therapist they visit.

6.4.1 The top 5 values of Clinic Employees

Education

Teaching your staff new things keeps them interested and motivated.

Your staff must know that you want to invest in them and this keeps them motivated.

Recognition

How does my senior team show their appreciation of me?

Studies have shown that 70% of job dissatisfaction is due to staff feeling un- appreciated. It is very easy to point out the negatives but we don’t often take the time to point out the positives. It is vital that you have both negative and positive recognition.

Career Growth and Opportunity

What growth development do I give my staff? It’s important that there is opportunity for growth within the business. This is paramount in keeping your staff turnover levels down.

Security

Why should I stay working for you?

It’s important to think about the advantages your employees have for working for you. Ensure you remain competitive and that you make working at your spa appealing.

Money

Do I feel I am fairly paid for the effort I put in?

Ensure you know what the industry offers and ensure you remain competitive.

6.4.2 Follow the Leader

What makes a good leader?

A true leader is a mentor for their staff. A leader takes responsibility for:

Vision

Guidance

Authority

6.4.3 Challenge of Time Management

How do you currently manage your time? (Discussion)

Listing your task

It is very difficult to remember on a daily basis what tasks need to be done. Often you can get so involved in the daily operation that you forget what needs to be done. Have a general checklist which will help you remember your daily tasks. For day to day tasks carry a notebook which you can use to list items which need to be done during the course of your day.

Managing your day to day at the salon

Prioritise your objectives according to the level of importance. It’s important that you balance your day. This means giving you 40% office time and 60% front line time. It’s paramount for the operation of the business that you balance these areas as too much in either area can result in problems in the other.

Managing your week at the salon

The more you plan your time the more productive you will be. At times operational problems may result in taking up your office time which is understandable, compensate however on the next day. Set yourself realist objectives. E.g. do not set yourself big tasks if for example you know its school holidays and it’s your busiest time of the month. Think ahead.

Managing your month at the salon

Plan your month from all aspects of your operation. Schedule performance reviews for the month, training, meetings, marketing campaigns, mystery shoppers etc. Have a calendar with you diarising all these key events. Making it visual aids in ensuring you plan your month ahead.

Prioritizing your work load

Always prioritise your workload. This is a key error made by management. Issues relating to staffing and customer care should always be at the top of your list.

6.4.4 Challenge of Delegation

What is delegation?

The process of entrusting somebody else with the appropriate responsibility and authority for the accomplishment of a particular activity. Delegation involves briefing somebody else to perform a task for which the delegator holds individual responsibility, but which need not be executed by him or her.

Why do we not delegate?

Management often do not trust other people to help them work and find themselves having to work exceptionally long hours to cover their work load, this is a fundamental management error. The key to effective delegation is management.

Rules of Delegation

1. Define the task that need to be done – List your tasks which you would like to delegate to

your team

2. Decide what tasks you would like to delegate and what you going to do yourself

3. Delegate the tasks to the right person- this is a common error. Ensure that the person

carrying out the tasks has the capability to deliver the task at hand

4. Give the instruction clearly – be clear about the task at hand giving very clear instructions in

order to avoid confusion

5. Set a realist timeline to complete the task – with every task there must be a timeline for

completion. Diarise the completion date so you don’t forget to follow up.

6. Follow up and inspect the task - During the timeframe try and check the progress of the

task. At the end of the task rate the performance of the task so if there have been errors

made the staff member learns from the error.

Look outside the box

Don’t become complacent

Never under-estimate the opportunities of your business. Complacency will stop you from growing your business.

Understand where you stand

Understand your competitors. Ensure that you stay in touch with the industry trends.

Understand the market

Understand your market and what you guests want. A product line you used for the last 10 years might not be what your client would like now.

Understand your weaknesses- always be analytical of yourself. Be always aware of your strengths and weaknesses with the objective of improving your weaknesses.

6.5 STOCK CONTROL

Poor stock control can result in significant loss of revenue and it’s important that this area has very strong control measures.

Ordering

Do not over order

Often an error made in management. Excess stock is dead finances and can be a huge monthly liability. Analyse your sales per line and set yourself min and max stock levels. Under ordering can also result in loss of revenue so it’s vital to understand your turnover volume per line. Should you have stock which is not selling try and negotiate a return with your rep or place the product on promotion.

Compare prices

Do not be complacent about your costs. Annually request quotes for suppliers for consumables. You will often find that you can save allot of money by comparing and negotiating rates.

Don’t be tempted into promotions and offers

Suppliers will often encourage you to increase your orders by flashing excellent promotions. Some promotions will be relevant to your business some may not be, ensure that if you do take a promotion it’s not going to implicate hugely on the business financially.

Managing Your Stock Room

Set a time in a day usually the morning to issue out stock

No other people other than the staff liable for the stock cupboard should be allowed to enter the stock room.

ll stock should be signed out

Have daily checklists specifying who took the stock what room was it taken to the time and date.

Do not allow a staff member to take stock unless they can provide you with the empty container

This ensures you are clear that the product has been completely used.

Ensure that the products brought back are completely use

Therapists will often get to the near end of a product and come and ask for more when in fact they still have. Cut tubes in half and ensure that all the residue is used before allocating a new product. Ensure that you capture stock issued on a daily basis – It’s vital that your stock control is concise. Days of uncaptured stock can result in errors and confusion.

Stock control in the treatment room

Allocate a room to one staff member

This ensures you can hold people accountable for poor stock control

Do not over stock your rooms

Only keep basic treatment stock in the rooms. Keep special trays for specialised treatments which get signed out from a specific stock cupboard. If you have more than one skin care line allocate one line per room.

Check rooms daily

Have checklists which staff must complete before the end of every day. The checklists should outline what stock must be in every room. Check the checklist every morning on your daily rounds (Refer to Daily Checklist)

Stock Take

Some key guidelines in ensuring a correct stock take:

Stock takes should take place on the last day of the month

No movement in stock can take place while the stock count is in progress

All invoices of stock received for the period that has already been merchandised on the shelves/put in the stock room/taken to rooms must be loaded onto the system by the person responsible prior to commencement of the stock count

Separate stock count sheets should be printed alpha-numerically for each product house

Separate stock sheets should be printed for professional and retail stock items

The stock count should take place from the shelves/trolleys to the count sheet so as to avoid the omission of any stock items on hand

The roles of stock counting and data capturing of the counted stock items should be separated

Only one person should be responsible for capturing the stock count

The same computer should be used to capture the stock count

A manager/owner should be present to oversee the stock count procedures and proceedings

Once all the stock is retail/professional stock is counted, an exception report should be printed by the stock count capturer.

If exceptions exist, a recount of those items must be done by the stock counters

The recount should be entered by the stock count capturer

Once all the recounts are done, a new exception report should be printed

All differences in stock must be reported to the manager/owner (not involved in the stock count itself) who needs to follow up on the differences

Once the manager/owner has followed up on all exceptions, the reports need to be signed by that person and filed in a stock count file

The stock can then be converted by the stock count capturer

A stock valuation report must be printed for both retail and professional stock as at the last day of the month once the stock count is finalised.

We started with dropbox when it was still free of charge, we could upload/download any document

s or videos and could all the branches. This however led to documents being deleted.

Golden Rules:

1) Never drag and paste documents, and this will relocate the files

2) Always ensure your Dropbox is updated, with the latest

info/changes.

3) Ensure that you have sufficient space for updates to be installed.

MODULE 9: DROP BOX

Head office will aim to send 1 secret shopper/ mystery guest a month for clinics younger than a year

old, and will then aim to send 1 mystery guest quarterly/ every 3 months.

The mystery guest is provided with a score sheet as per the below, and will score the clinic/ therapist

and overall experience. Everything from phone etiquette, to the treatment itself, and not excluding

follow up calls etc. will be considered. This exercise is aimed at providing constructive criticism to

the clinic and staff so that we are can improve the overall client experience, and ultimate up our

game!!

MODULE 10: SECRET SHOPPER

9.1 SECRET SHOPPER LETTER

Dear xxx

Thanks so much for signing up to be part of The Laser Beautique’s Secret Shopper program. We

appreciate your time in assisting us to evaluate our clinic’s services and standards.

The Laser Beautique is an Aesthetic, Beauty and Wellness group, with 7 branches located in Gauteng

as well a branch in Gardens, Cape Town. We aim to improve our clients’ self-image and well-being,

by providing results driven treatments, for all aesthetic, beauty and wellness needs.

I have assigned you to evaluate our Woodlands branch. Please see the attached voucher and

evaluation spreadsheet. I suggest you read through this prior to scheduling your appointment –

because you start evaluating the branch from when you phone in to make your booking.

Please provide us with constructive and honest feedback within 3 days of having received your

treatment. This allows me to provide the branch with a report timeously. Complete the

spreadsheet, and email back to training@thelaserbeautique.co.za

Scheduling your Appointment:

Please book a E.g. Gelish E.g. Luxury Pedicure and a session of Bikini Laser Hair Removal–

The branch might ask you to come in for a test patch first, please ask them if you can receive

a treatment on the same day, straight after test patch.

Total Treatment Time: 90mins

Treatment Bookings: Please schedule in February/March 2016 and notify me of your

appointment date and time once confirmed.

Enjoy your Laser Beautique Experience.

We look forward to treating you soon.

Yours Sincerely,

Group Training Manager