Beauty Fab Employee Handbook - Essay Example

?Beauty Fab Employee Handbook Mission ment: Our mission is to provide to our s a high level of professional service from a well educatedstaff that can provide consultation and expert application of services. We are committed to providing a variety of high level products that meet the satisfaction of our team in quality and effectiveness in order to promote a full service atmosphere to extend the experience of the customer into their beauty rituals at home. Recruitment Process and Policy Beauty Fab is committed to having a staff that is well educated and experienced, each member specializing in their area of expertise. In order to provide this level of service, recruitment begins in a search for professionals that are at the top of their experience, the nature of their business already established with regular customers that they can bring to the salon. The next level of recruitment involves looking for staff members who can train with the more experienced professionals in order to encourage a high level of expertise with the more experienced staff members sharing their knowledge and real world education with those members who are at the beginning of their career. No staff member may work on customers who has not met established levels of expertise as defined by those with experience, knowledge and talent enough to set the standard. Appraisals Employee appraisals will begin at the end of the first 90 days of employment and continue on an annual basis. Additional consultations with employees will be given as needed if problems arise throughout each year of employment. The appraisals will include discussions on performance level, customer commentaries, and will address any mistakes or complaints that have been submitted by customers during the time period being evaluated. Some of the important aspects of the appraisal will be to assess the improvements made during the period, the advancement of their career and position within the company, any deficits in improvement, and how future improvement needs must be met. Disciplinary and Grievance Policies Both disciplinary and grievance issues will be at the discretion of the immediate supervisor of the employee. Should disciplinary action be required, the supervisor will follow prescribed policies in accordance with law and within reasonable limits that are in line with the company norms. Any action that is taken that will have consequences that effect the business must be first discussed with the manager of the salon and the owner in order to assess whether or not the action will have an overall benefit to the business. Grievances must be taken to the immediate supervisor with subsequent information passed up the chain of command if a satisfactory solution is not presented at that level. By-passing an immediate superior must be done with good cause or disciplinary action will be taken. Training and Development Plan The salon will take an active role in developing the skills of employees in order to provide services that both reflect the aesthetics of the salon and the latest innovations in beauty care and ritual. More experienced employees will be responsible for training new talent in order to create an equal and consistent level of service to customers. Employees will not take a proprietary stance on their skills, but participate in an open culture of sharing skill acquisition and information in order to work towards uniformly providing the best possible service and expert care to customers. A specific structure will be put into place where identities of employees will be named through apprenticeship, mentorship, and teaching roles. All members of the team will participate in continuing education programs and the internal learning systems. Health and Safety Policies First and foremost, all public policies and laws will be followed diligently in regard to how business is conducted in order to provide the highest level of safety and security within the salon. Secondly, checklists and habits will be implemented to ensure that the salon is kept clean and orderly, providing for high levels of sanitary and safe conditions. Any failure to maintain an assigned responsibility towards cleaning or safety maintenance will be dealt with harsh disciplinary action. All members of the team will be notified and held responsible for their part in participating in health and safety practices. Not adhering to scheduled or assigned duties in this regard may be subject to termination by the salon. Absence, Sickness and Lateness policy Because most members of the styling team will conduct their business through appointments with customers, absence, illness, and lateness will have an effect on the efficiency with which service is given. If an employee is having difficulty attending their clientele because of excessive absences that are not sufficiently explained by illness, termination will most likely occur. If illness is a prolonged and persistent problem, management will need to assess the impact that it will have on the business and take action that helps to minimize that impact, while maintaining compassion for the plight of the employee. Lateness will not be tolerated and persistent lateness will be considered terms for termination. Gross Misconduct Policy Conduct will be assessed for cultural norms of appropriateness and is expected to be courteous and professional at all times within the salon. Employees will be expected to maintain proper decorum both in front of the customers and in private areas, with all conduct on business property to reflect professionalism at the highest levels. Use of foul language, inappropriate sexual references, or inappropriate racial commentary will constitute reason for harsh disciplinary action. Illegal activity either within the salon or outside of the salon will constitute reason for termination. Fraternization between customers and employees is not allowed and any fraternization between employees can only be conducted off company premises, with no indication within the professional environment of personal connections. Part 2: Disability Laws In accordance with the Disability Discrimination Act of 1995, “it is unlawful to discriminate against people in respect of their disabilities in relation to employment, the provision of goods and services, education, and transport” (Vanhala 205). In accordance with this law, the salon will make every effort to provide compensating services to both employees who have a disability and customers who have special needs that might otherwise prevent them from working for or using the services of the salon. Assessing the needs of potential customers and addressing those needs will create a friendly and open atmosphere for those whose mobility may be restricted. In addition, should a qualified potential employee be hired whose disability requires special consideration, all efforts will be made and put into place to accommodate those needs. References Vanhala, Lisa. Making Rights a Reality?: Disability Rights Activists and Legal Mobilization. Cambridge: Cambridge University Press, 2011. Print. Read More