You're Hiring to Replace People You Could Keep — Transcript

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1. 0:00Hi Alex, my name is Stephanie Pipkin. I
2. 0:02own Serene Clean. We service residential
3. 0:04and commercial clients in rural Western
4. 0:05Wisconsin. We do 1.3 to 1.4 million in
5. 0:09revenue. I would love to be at 2 to 3
6. 0:11million in revenue. What is stopping us
7. 0:13is staffing, turnover, recruiting,
8. 0:16manpower. So,
9. 0:18uh historically our best staff have come
10. 0:21from the healthcare industry. They have
11. 0:22worked in healthcare in some flavor.
12. 0:24Those are our best techs, interestingly
13. 0:26enough. So, whether they worked in
14. 0:27nursing homes or etc. So, knowing that,
15. 0:31um and we also realized this week that
16. 0:33or this weekend, whatever day it is, we
17. 0:36do not have a career path for our techs.
18. 0:38So, that is something that we want to
19. 0:39unlock for sure. But, in general, super
20. 0:41rural Wisconsin. We're talking 5,000,
21. 0:4310,000 town people. So, any
22. 0:46recommendations for that you've used for
23. 0:48cleaning
24. 0:48>> a churn issue or an attraction issue?
25. 0:50>> Both.
26. 0:53>> I solve problems back to front. So, I'd
27. 0:55want to solve the churn first, because
28. 0:57if you solve the churn first in your
29. 0:58existing flow, so the force will grow.
30. 1:01And that might be enough. If you solve
31. 1:03the churn issue, and then we have
32. 1:05uh
33. 1:06and we still have a deficit, then we can
34. 1:07solve the attraction problem. Um
35. 1:10so,
36. 1:13you were in that rural kind of bucket
37. 1:15that I was saying earlier.
38. 1:17Um
39. 1:21Being I'm all for having a very clear
40. 1:23avatar, like you have with the
41. 1:25hospitality etc. nursing, whatever.
42. 1:27Um
43. 1:30I wonder I feel like
44. 1:33that
45. 1:35you might be limiting yourself. How many
46. 1:37how many uh techs do you have?
47. 1:38>> Uh like 25 techs right now.
48. 1:40>> Okay.
49. 1:41I feel like you could find other people
50. 1:43out of the 5 to 10,000 people that are
51. 1:46out there who would be able to clean
52. 1:48well.
53. 1:48>> We're not marketing to that. It's just
54. 1:50something that I'm aware of of like
55. 1:51should we be marketing to that?
56. 1:53>> I wouldn't. I think you're so like it's
57. 1:55so niched given the size of the market.
58. 1:57because I've think cuz like in a
59. 1:58business like yours economics well
60. 2:01economics matter in every business but
61. 2:02in terms of new talent acquisition
62. 2:04it's not like you can find a cleaning
63. 2:05tech that you can get 10x leverage on.
64. 2:07Right? Like if you find an amazing
65. 2:08engineer, amazing marketing, amazing
66. 2:09sales person, you can pay more for
67. 2:11talent.
68. 2:12When like you're in very narrow ranges
69. 2:14in terms of what you're able to pay
70. 2:16based on what people are willing to pay,
71. 2:17right? And so I think that like what
72. 2:20business are you really in? You're
73. 2:21actually in the training business. And
74. 2:24so the core value
75. 2:27the core problem that you have to solve,
76. 2:28the feature not the bug of your
77. 2:29business, is the people problem. And
78. 2:31that's never going to go away. And so
79. 2:33all of your focus should almost all be
80. 2:36on the supply side of your business. And
81. 2:40you should pride yourself on being able
82. 2:41to take anyone off the street and then
83. 2:43get them up to speed in 14 days and not
84. 2:46churn based on your career path and
85. 2:48opportunity.
86. 2:49And so what you'll have to do is um
87. 2:53this 100% applies to AI by the way. But
88. 2:55you have to break down all of the
89. 2:56behaviors that make the great techs
90. 2:58great into observable actions rather
91. 3:00than descriptive terms. So instead of
92. 3:02saying like be upbeat, it's like not
93. 3:05helpful.
94. 3:06So what I need you to do is smile, nod
95. 3:07your head when someone's talking, say
96. 3:09yes, sir, no, ma'am, and my pleasure
97. 3:12right after every time you have an
98. 3:13interaction. Um if anyone asks for
99. 3:14something else, you immediately do it
100. 3:16and say my pleasure. And then and then
101. 3:18we role play that. And so the the
102. 3:20ultimate version of this that will
103. 3:21likely have to happen is that you need
104. 3:23to recruit probably in groups in cohorts
105. 3:25or classes.
106. 3:26>> Are you doing that already?
107. 3:27>> We do group interviews, yes.
108. 3:28>> Okay, interviews but in terms of
109. 3:29training, what about that?
110. 3:31>> No, we do one-on-one training. Just the
111. 3:33limitations of the trainer it feels
112. 3:35overwhelming to them.
113. 3:36>> Yeah. So I I would I want to break that
114. 3:38belief because it's almost as costly to
115. 3:41train one as it is to train five.
116. 3:44And when you have more people you can
117. 3:46split them up and have them role play.
118. 3:47>> Okay.
119. 3:48>> And so the the the process of training
120. 3:50anything from a role play perspective
121. 3:52which is how we basically train
122. 3:53everything, um especially if it's client
123. 3:54facing,
124. 3:55is number one, uh we used to start every
125. 3:58training meeting with kudos, which is
126. 3:59like, here's what so so and so did well,
127. 4:01cuz we want to reinforce them
128. 4:02reinforcing each other, and we want them
129. 4:03to say the kudos. In the beginning, the
130. 4:04managers, once the culture's installed,
131. 4:07they give kudos to each other. It's a
132. 4:08great uplift to basically allow
133. 4:09reinforcing to happen without the the
134. 4:11leader. That's how a culture spreads.
135. 4:13The second is that the manager or
136. 4:14trainer models the correct behavior.
137. 4:17The The third part is that then we split
138. 4:19into role plays so they can do with each
139. 4:20other do it to each other. The key part
140. 4:22with role playing is that real-time uh
141. 4:24feedback has to happen. Meaning, the way
142. 4:27that we do it is that we nod our heads
143. 4:29and we have our thumbs up while the
144. 4:30person's doing the good job, so they
145. 4:31have real-time feedback. The mistake
146. 4:33that people make is that they will have
147. 4:34a script that they'll have someone do or
148. 4:36some action. They'll wait for them to do
149. 4:3817 things, and then at the end be like,
150. 4:40"Okay, so
151. 4:42you know, what you did wrong was uh this
152. 4:44and this and this." And no one learns
153. 4:46that way. You have to stop them in the
154. 4:48moment they mess it up and say, "Hey,
155. 4:50great.
156. 4:51Go back to here. I want you to raise
157. 4:53your voice at the end. Try to get."
158. 4:54>> Mhm.
159. 4:55>> And when they nail it, you say, "Awesome
160. 4:56job. Lock it in." Lock it in means you
161. 4:58do three more times in a row, and then
162. 5:00you keep moving. And so that is how we
163. 5:02train anyone on anything.
164. 5:05So, go ahead.
165. 5:06>> Any recommendations on People quit a lot
166. 5:08because of the physicality. How do And
167. 5:10they say, "Yes, I can do this job." And
168. 5:12then we get them in and it's like, "Oh,
169. 5:13no, I can't clean like this." Like And
170. 5:16then we waste all this time.
171. 5:18>> Um
172. 5:20great point. One, are there tools that
173. 5:23we can give them to make the job easier,
174. 5:25cuz this is not going to go away.
175. 5:27Two, is there a certain
176. 5:30physical I'll watch my HR language.
177. 5:32>> Yeah, we know. We know what you're
178. 5:33talking about.
179. 5:34>> Yeah, yeah. Is there
180. 5:36uh some way to identify who might be,
181. 5:38you know, I mean, whatever. You have
182. 5:39some test, I don't know. Have them go
183. 5:40through boot camp. Uh
184. 5:41>> [laughter]
185. 5:43>> Right?
186. 5:44Um like, maybe it's just like we we we
187. 5:47take from industries where people are on
188. 5:48their feet. Like
189. 5:49>> it cuz rather than just say like just
190. 5:51nursing homes or whatever, it's like
191. 5:52maybe it's just on their feet is
192. 5:53something much more likely. But I think
193. 5:55if in the training they're on their feet
194. 5:57for 12 hours, that will model what the
195. 5:59day is like. And if they can't do that,
196. 6:00then you can get them out much faster
197. 6:01and not waste time on it. But I think
198. 6:03the big If I had If I had to guess one
199. 6:04thing for you, is that you need to
200. 6:06switch from one-on-one to group
201. 6:09training. If you just do that, that will
202. 6:11probably And so, number one, one-on-one
203. 6:13to group. And number two, I need you
204. 6:14open up the aperture for the types of
205. 6:16candidates that you're willing to let
206. 6:17into the training program. And then all
207. 6:19of your extra bandwidth is on making
208. 6:20that training program [ __ ]
209. 6:21unstoppable.
210. 6:22>> Okay.
211. 6:23Perfect. Thank you so much.
212. 6:24>> Thank you. I can't give you every single
213. 6:25SOP, that would be ridiculous. It would
214. 6:27be like this long. [music] But these are
215. 6:28the top five SOPs that we have used to
216. 6:30scale that Leila actually put together
217. 6:32for us cuz [music] she's really been the
218. 6:33one who operates the business. And so,
219. 6:35yeah, I don't know what's inside of it.
220. 6:36But um it's good. So, be sure to check
221. 6:38it out cuz Leila made it and she makes
222. 6:40good stuff. It's free.