Diploma of hairdressing salon management - Case Study Example

Running Head: HAIRDRESSING SALOON MANAGEMENT Hairdressing Saloon Management [Insert [Insert of Hairdressing Saloon Management The saloon targets depend directly with the performance of the senior hairdressers. The approach to monitor performance of a senior hairdresser has centred on a once-a-year interview between the administrator and the senior hairdresser would not be appropriate. Since such conversations have frequently been a review of the hairdressers’ behavioural traits or personal features.

But the performance monitoring for apprentice hairdressers can be a three months procedure and it should centre on performance targets and attainments, not on the person or personality of the hairdresser. The plan to monitor performance of senior as well as apprentice hairdresser should consist following important points. In a saloon, teams with limits of few members of hairdressers should be made. A team should limit of maximum three hairdressers in which only one can be apprentice hairdresser.

The performance of senior hairdressers should be monitored on the basis of the number of satisfied clients and also the goodwill of the senior hairdresser that helps a saloon to achieve the desired targets. The good will of a senior hairdresser will be evaluated with the number of appointments for a hairdresser. Another aspect of the monitoring performance of senior hairdressers is the quality of training of the apprentice hairdresser in their team. Last but not the least aspect of the monitoring of the performance of hairdressers is that the monitoring should also be made on team basis that will force hairdressers to work as a combined team to achieve the combined goal of the team that will result saloon to achieve its targets.

In this way the senior hairdressers will work hard to train apprentice hairdresser to contribute towards the fulfilment of their team’s target. The formal performance-monitoring plan for senior hairdressers should spring no surprises so in our plan it should be a chance for hairdressers who work in a team all the time to take a step back from their day-to-day relationship, to summarise the period just gone and, in the light of that experience and the business or operating objectives of the saloon, plan for the time or work ahead.

The traditional performance appraisal interview often involves a series of supposedly constructive criticisms of past performance, from which the hairdresser is expected to learn and gain motivation to do better in future. Unfortunately, criticism—even constructive criticism—doesnt have this result on most employees. And because the interview usually focuses on what went wrong, praise has little effect in the performance appraisal interview. (Rudman, 2003) Hairdressers see praise simply as wrapping for the criticism that they perceive to be the interviews real purpose.

A once-a-year interview is not the appropriate time to pick up on individual mistakes or incidents of inadequate performance; they should have been dealt with when they happened. Key features in the plan for effective performance monitoring: 1. Recognition of appraisal as one section of a total procedure of improving performance Concentrate on performance rather than individual 2. Encourage participation 3. Keep appraisal in the hands of management 4. Insist on Rewards At a saloon, if the senior hairdressers are paid equally on time based payment system that kills the instinct of competition of satisfying more number of clients among the hairdressers.

The positive competition among the senior hairdressers of a saloon has been proved to be the backbone in the success of the saloon. In order to keep motivated the hairdressers, it is hereby recommended that the amount of times based salary in hairdressers’ monthly take home should be considerably reduced and a new system of commission based salary should be introduced. Commission should be directly proportionate to the volume of sales achieved by individual hairdresser. Also, the formula of higher the sales, the higher the percentage of commission should apply.

Complete abandonment of fixed based salary is not recommended because it will reduce job security that may lead to high turnover. Also, if due to any reason i.e. illness, a hairdresser is not able to work for full number of days in a month; his/her commission income will sharply reduce. Thus, this fixed based salary will supplement that hairdresser’s income in that particular month. Ultimately it will lead to enhanced commitment towards the saloon. Bibliography Rudman Richard, (2003), Performance Planning and Review: Making Employee Appraisals Work, Allen & Unwin Publisher.

Crows Nest, N.S.W.