Checklist for Starting a Floor Cleaning Business: Essential Ingredients for Success
If you are thinking about going into business, it is imperative that you watch this video first! it will take you by the hand and walk you through each and every phase of starting a business. It features all the essential aspects you must consider BEFORE you start a Floor Cleaning business. This will allow you to predict problems before they happen and keep you from losing your shirt on dog business ideas. Ignore it at your own peril!
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A Step by Step
Guide to Starting a Small Business
This is a
practical manual in a PDF format, that will walk you step by step through all the
essential phases of starting your Floor Cleaning business. The book is packed with
guides, worksheets and checklists. These strategies are
absolutely crucial to your business' success yet are simple and
easy to apply.
Copy the following link to your browser and save the file to your PC:
https://www.bizmove.com/free-pdf-download/how-to-start-a-business.pdf
Building Employee Trust
The most effective way to build trust in the workplace
is to work together. There are no magic gimmicks or other simple
solutions. Trust cannot be created by excessive wages, great
company picnics or wonderful working conditions; it can only be
generated through teamwork, honesty and fairness. Although trust
and productivity are complex issues and represent only part of
the total fabric of interpersonal relationships in small
businesses, three attributes appear to have a positive effect on
trust in successful small businesses:
The owner-manager of the small
business is open and honest about the day-to-day business
operations.
The owner-manager of the small
business is consistent and fair about personnel policies.
The owner-manager spends a great deal
of his or her time concentrating on good communications with
those working in the firm.
Honesty
Secrecy breeds suspicion. Whenever information is kept
on close hold, the context becomes open to misinterpretation.
Total quality improvement is based on the concept that workers
care as much about the success of the small business as the
owners do. Studies of small businesses indicate that employees
tend to overestimate profits by substantial amounts. These same
studies indicate that when true financial information is shared
with employees, substantial cost controls are voluntarily
initiated by all members of the work force.
Whenever in doubt concerning the amount of information
to share with employees, experience indicates that too much is
better than not enough. Never lie to workers about human
relations issues. Institutional memory is long term; any deceit
will be remembered for many years. Note that employees talk with
each other and inconsistencies will be quickly detected and
brought to the surface frequently to your embarrassment. The
following are suggestions on how to avoid this dilemma:
Take time to talk with your workers.
Find out what they're thinking.
Find out what they'd like to know and
tell them whenever possible.
Don't tell only good things.
Allow employees an opportunity to
provide you, the owner, with information, questions and
suggestions.
In this way, communications are two way.
Fairness
Fairness ranges from consistency in personnel actions
and fair market practices to adherence to the various laws
governing the workplace.
The concept of due process requires that a small
business follow its own rules and policies. Employees must be
treated the same when it comes to personnel issues.
Each worker should have an equal chance to perform at
his or her best. Decisions concerning rewards, promotions and
advancement should always be based on performance, and good
performance should be spelled out in the job description. When
performance is equal among employees, seniority should be used
to break ties.
The key to healthy work relations is managing
communications within the firm. Most of the communication will
flow as orders and instructions to employees. Nevertheless,
communicating (and honesty and fairness) is a two-way process.
It is difficult for employees to be intelligent and enthusiastic
teamworkers if they do not know the reasons behind orders and
instructions. Perhaps even more important is giving employees
the opportunity to contribute ideas and opinions before the
manager-owner makes a decision. This adds dignity and meaning to
the job in the eyes of most employees and their families.
Communicating includes telling employees where they
stand, how the business is doing and what future plans are being
developed. Negative feedback may be necessary at times, but
positive feedback should be the primary tool for establishing
good human relations. Never forget that employees are people,
and that they will quickly detect insincerity. They also will
respond to honest efforts to treat them as mature, responsible
adults. Some practical human relations techniques that stimulate
two-way communications include:
Periodic performance review sessions
(every three months).
Bulletin boards.
Suggestion boxes.
Newsletters.
Regular open meetings.
The Legal Environment
Small businesses operate in a complex legal environment
that places many constraints on recruitment, selection,
placement and other personnel practices. Laws may specify what
is required, what is acceptable or what is prohibited. Every
personnel system must consider the statutes relating to these
issues.
The past years have been characterized by laws that
encourage collective bargaining and that try to bring about a
better balance between management and labor. Many of these laws
apply to small businesses.
The Personnel Manager
Many small businesses cannot afford a full-time
specialist to deal with human resource problems. However, as a
business grows, its structure becomes more complex and personnel
problems increase in number and potential cost. At a certain
point in the typical small business, it becomes apparent that a
full-time or part-time personnel manager is needed. Conditions
that indicate the necessity of a personnel manager include:
The firm has more than 100 employees.
Employees are represented by a union.
Turnover is very high (and costly).
The need for skilled or semiskilled
labor creates problems in recruitment or selection.
Employee morale is low.
Competition for good personnel is
especially keen in the market area.
ToCompare your budget periodically with
actual operations statistics. With effective records you can do
this. Then, where
discrepancies appear you can take
corrective actions before it's too late. The right choices for
the right corrective action will
depend upon your own
understanding of management methods in buying, pricing, selling,
selecting and training staff, and handling
other management
issues.
You probably are thinking you can hire a
bookkeeper or an Accountant to handle the record keeping for
you. Yes, you can. But
remember two very important facts:
1. Provide the accountant with accurate input. Should you
buy something And do not record the amount in your organization
checkbook, the accountant can't enter it. If you sell something
for money and don't record it, the accountant will not
understand
about it. The documents the accountant prepares
will be no better than the info you provide.
2. Utilize
the documents to make conclusions. If you moved to a doctor And
he told you you were ill and wanted certain medicine to
get
well, you'd follow his guidance. If you pay an accountant and he
tells you that your sales are down this year, do not hide
your head in the sand and pretend the issue will go away. It
won't.
Business Management Roll in Personnel Selection.
If your Small Business Will be big enough to require outside
assistance, an
important duty will be the selection and
coaching of one or more employees. You may start out with
relatives or business partners
to assist you. But if the
company grows - as you expect it will - that the time will come
when you must select and train
personnel.
Careful
choice of personnel is vital. To Pick the right Employees
determine beforehand what you want each one to perform.
Then look for applicants to fulfill these particular needs. In a
small Business you may need flexible employees who can shift
from
task to task as needed. Include this in the outline of
those jobs you would like to fill. At precisely the exact same
time, look
ahead and organize your hiring to guarantee an
organization of individuals capable of performing every
essential role. In a retail
store, a salesperson may also do
stock-keeping or accounting at the outset, but as the company
grows you will need sales people,
stock-keepers and
bookkeepers.
When the project descriptions are written,
line up applicants whom To make a choice. Don't be swayed by
customers who may suggest
relatives. If the candidate doesn't
succeed, you might drop a customer as well as an employee. Some
sources of potential new
employees are:
1. Tips with
friends, business acquaintances. 2. Employment agencies. 3.
Placement bureaus of high schools, business schools, and
colleges. 4. Trade and industrial associations. 5. Help-wanted
advertisements in local newspapers.
Your next task is to
screen want ad responses and/or application Forms sent by
employment agencies. Some applicants will be
eliminated sight
unseen. For every one of those others, the application form or
letter will serve as a foundation for the
interview that
ought to be conducted in private. Put the applicant at ease by
describing your company in general and the job
particularly.
As soon as you have completed this, invite the applicant to
speak. Selecting the right individual is very important.
Ask
your questions carefully to find out everything about the
applicant that's pertinent to this job.
References are
crucial, and should be checked prior to making a final decision.
Check through a personal visit or a phone call
directly to
the applicant's immediate previous manager, if possible. Verify
that the advice given you is correct. Consider, with
judgment, any negative comments you hear and what isn't said.
Checking references can bring to light significant
Details Which may help save you money and potential annoyance.
Personnel Training. A well-selected employee is only a
possible Asset to your business. Whether or not he or she
becomes a true
advantage is dependent upon your own training.
Recall:
To allow sufficient time for training. Not to
expect too much from The trainee in too short a time. To allow
the worker learn by
doing under actual working conditions,
with close supervision. To follow up on your training.
Examine the worker's operation after he or she was in work For a
moment. Re-explain important points and short cuts; bring the
employee current on new developments and invite inquiries.
Training is a continuous process which becomes constructive
oversight.
Personnel Supervision. Supervision is the
next essential of employees control. Fantastic oversight will
lessen the expense of
operating your company by cutting down
on the amount of worker mistakes. If mistakes are corrected
early, workers will get more
satisfaction from their jobs and
perform much better.
Motivating Employees. Small
businesses occasionally face special Issues in motivating
employees. In a large company, a good
employee can see An
chance to progress into management. In a small company, You're
the management. One thing you Might Wish to
consider is to
give good employees a Small share of their profits, either via
part-ownership or a profit-sharing plan. Someone who
has
a"share of the action" is going to be more Worried about helping
to make a success of the business enterprise.
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