Who owns that Mercedes?

When you notice the new Mercedes parked beside you, you may wonder if it belongs to a doctor, attorney, executive, stockbroker or perhaps even a drug dealer.  It could be but, today, it might well belong to the entrepreneur who owns the cleaning company that cleans your home every other week. 

Cleaning homes these days is a far cry from the independent “cleaning lady” your parents used to hire 15 or 20 years ago.  In fact, the profession used to be the domain of individuals who were unable to find “regular” jobs for a number of reasons such as:  insufficient education, illegal alien status and lack of job skills.  Some even wanted to avoid paying income taxes by being members of a vast underground economy.

Now, in the 21^st century, highly-educated folks with high-paying careers are leaving the corporate world to start – of all things, a residential cleaning service.  The industry in 2013 is almost devoid of the worker element which was its face in days gone by.  In fact, the degree of business sophistication which has grown throughout the industry over the past decade makes it very difficult for the lone-wolf house cleaner to compete.

Not all that long ago, even in major franchise organizations, hearing of cleaning businesses generating $300K - $400K in annual revenues was not that common.  Now, the number of home cleaning services generating $1million and up in sales is more common place.  And while some are franchises, independent business owners are not lagging behind.  In fact, many are building their own office, training and warehouse facilities – up to 10,000 square feet in area.  And, yes, they are able to afford the finer things in life like luxury vehicles, nice homes, summer cottages, boats and great vacations.

Not to be ignored is the fact that the business can be successfully launched and maintained with a smaller investment than almost any other type of business you can think of.  In fact, some of today’s industry leaders got started cleaning homes themselves for several years.  In this instance, what they lacked in capital equity they made up for with sweat equity.  Obviously, the more funds available to invest in the business, the faster it can be launched.

Above all, what is critically important is that anyone going into this type of business should seek out expert guidance to avoid the pitfalls, long learning curve and expensive trial and error most new owners otherwise encounter.  There are a number of excellent resources one can refer to which can be a great first investment in order to learn the “dos and don’ts” that you NEED to know and which you will otherwise learn the hard way.

So, next time you glance at a Mercedes, think of this article.  That might be your ride in the not-too-distant future.

 

By Gary Goranson, serial entrepreneur, business coach and creator of the popular www.housecleaningbiz101.com course for over 4,000 cleaning business owners in 60 countries worldwide. 

 

 

 

 

Our Employees' Behaviori is a Reflection of our Management Style

Managing people and getting them to do things the way you, the owner, wants them done is always a challenge. People have to want to do what is expected of them because the days of flogging insubordinate workers are long gone! On the other hand, we need to distinguish between being friendly and being a friend to our employees. There is a huge difference between caring for your people and in coddling to them.


As most of you know, in my House Cleaning Biz 101 course's THREE Rs OF EMPLOYEE DEVELOPMENT, I suggest that while our business is cleaning homes for consumers, OUR job as managers/owners is "people manufacturing". SInce you cannot build a quality product with wrong-fitting and/or poor quality parts, you have to start by ensuring you have the right parts to end up with a quality product. It all begins with the 5-step recruting process in order to find the best components on which to build your organization. Hiring on gut instinct rather than utilizing a scientifically-proven, quantifiable system is a hit and miss proposition and one which more often than not leads us to frustration and disappointment.

Generally speaking, our employees' behavior is a reflection on our management style and ability - like it or not; accept it or not. I applaud Lisa Kirkpatrick for her attitude on this issue. Owners who complain about short tenured employees should take a peek at http://www.bucketsnbows.com/meet_our_staff.htm and witness a large organization owned by Debbie Sardone and see and hear some amazing overall staff longevity. This has not happened by accident and unless we all learn the importance of the second R (Employee RELATIONS) we will never, ever be able to grow a substantial business.

Other great examples are Tom Stewart of Castle-Keepers (http://www.castle-keepers.com/), David Kiser of Champagne Services (http://www.champagneservices.com/employees), Richard Wilson of Brittany Maids (http://www.brittanymaids.com/aboutus.html) and Amanda Collucci of Clean4Me (http://www.youtube.com/watch?v=XcJBl_G0nBY) -- just to point out a few.

One of my favorite books on the subject is, strangely enough, entitled "The Management Secrets of Atilla the Hun." (http://www.amazon.com/Leadership-Secrets-Attila-Wess-Roberts/dp/0446391069), The author Wes Roberts uses tongue-in-cheeck analogies of this once-feared leader of the marauding Huns to show how toughness can be combined with compassion and fairness to make a great leader with hordes of loyal followers.

Another great book entitled UNLOCK BEHAVIOR, UNLEASH PROFITS is absolute must reading for anyone who needs to hire, manage and retain employees. It begins with the assumption that people don't always do what you tell them to do. But it takes you step by step how to manage by A, B, C (Anticident, Behavior and Consequences). The Anticident is the training and instruction you pjrovide; the Behavior is what the employee exhibits and the Consquence is what the employee gets as a result of performing the Behavior. I suggest you check out my Blog at http://gary-goranson.blogspot.com/2010/10/managing-by-b-c.html for a more indepth explanation of the concept.

Billy Ray Cyrus is now bemoaning the fact that he treated Miley more like a friend than a parent. We are not doing any favors to our employees by emulating this mistake with them. But this does not mean we don't want to care about our employees anymore than being a good parent does not mean ruling our chilcren with an iron fist.

Just as our kids will let us down now and then, so will oor employees. And just as we cannot allow unruly children to run our households, neither can we permit unnacceptable behavior from our employees dictate how our business functions. If you are going to build a large, successful and highly profitable cleanking business, you need to come to grips with the fact that you are going to have employee-relatec challenges from time to time.

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The Home Cleaner Express is Coming to a City Near You!

I wanted you to be aware of an upcoming series of events that is unprecedented in the residential cleaning industry. Between this January and the month of May, Perry Phillips and his Home Cleaner Magazine are conducting a 30-city road show with the Home Cleaner Express (pictured above).

The Home Cleaner Express is an ambitious undertaking by Perry Phillips, the publisher of Home Cleaner magazine. During the first five months of 2011, owners of home cleaning businesses will have the opportunity to attend an all-day event in one of 30 cities which Home Cleaner Express is scheduled to visit. The day will consist of seminars and workshops designed to teach and inspire attendees to build on their success in the residential cleaning industry.

As the publisher of Home Cleaner magazine and the founder and past director of the Association of Residential Cleaning Services International (ARCSI), over the past eight years Perry has been in the unique position of knowing, working with and learning from hundreds of seasoned entrepreneurs in the house cleaning industry. It is this experience which qualifies Perry Phillips to organize and conduct this first-ever cross country event coming to a city near you. It also provides an opportunity for attendees to meet and share ideas with other service owners in their "neck of the woods."


2011 mark my 20th year in the residential cleaning industry and the eighth year of helping business owners excel in 56 countries around the world with my House Cleaning Biz 101 course on CD-ROM. In fact, Perry was one of my very first customers in the spring of 2003. At that time he was launching ARCSI, a cause I championed by getting the word out to all of my clients. The industry has come of age since I got involved in the business way back in 1991. ARCSI and Home Cleaner magazine have been instrumental in raising the level of professionalism among home cleaning businesses across the nation.


As a strong supporter of helping to enhance the professional image of the cleaning industry, I heartily endorse the purpose and intent of the Home Cleaner Express. In fact, I am proud to say that www.housecleaningbiz101.com is a proud sponsor of the entire 30-city tour. Don't miss out on this very unique opportunity to learn what Perry has learned from the most successful people in the residential cleaning industry.

 For more information on meeting agenda, dates, cities and registration, click here.

Proud Sponsor of the Home Cleaning Express

Business Building Tour.

http://www.housecleaningbiz101.com/



Managing by A-B-C - Applying it to YOUR Cleaning Business

While rummaging through some old newsletter files, I cam across this article which I had written ten years ago.  It is based on the A-B-C management principles defined by Leslie Wilk Braksick, PhD in her book UNLOCK BEHAVIOR, UNLEASH PROFITS

In re-reading it yesterday, I concluded it would be worth sharing with you on this blog site.

We teach new hires how to clean efficiently and effectively. We explain how wearing the apron helps save time by keeping their tools and supplies with them so they don’t have to retrace their steps. We show them how to start in one place in the room, clean top to bottom, back to front, and left to right. We explain how we go around the bathroom twice, once to do the wet work and the second time to clean the other areas. We explain that “efficiency” doesn’t mean working faster; it means working smarter.

During the interview and orientation process, we explain that since we work in teams, prompt attendance is critical. If they’re late, they will be holding up the other team members and delaying the start of the work day for everyone, including our clients. We emphasize the importance of perfect attendance; if they don’t show up for work their absenteeism creates chaotic working conditions for their team members, the office staff and their clients.

Surprise! People Don’t Always Do What You Tell Them To Do.


After putting our new hires through orientation and training, what happens as often as not?


Instead of putting their spray bottles back in their apron loops, they put them down on the counter. They’re constantly going back across the room to pick up their cleaning tray and bottles. Instead of working smarter, they work harder. They clean what’s clean. They figure that if a little bit of all-purpose or glass cleaner is good, a whole bunch is better, and then work twice as hard wiping it up. They translate “speed cleaning” to mean moving fast, rather than working efficiently.

Simply showing and telling people what to do does not ensure that they will do it. Getting angry and yelling at them is not the long-term solution to achieving the desired result, which is doing what you want them to do.



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 In an excellent book I recommend entitled UNLOCK BEHAVIOR, UNLEASH PROFITS by Leslie Wilk Braksick, Ph.D. the author describes training and instruction we give our employees are the “antecedents” that set the stage for a behavior to occur. Antecedents always come before any behavior takes place, but they do not cause the behavior to occur.

Antecedents have limited control over behavior. The role of an antecedent is to get a behavior to occur once. It is the role of a “consequence” of a behavior to get the behavior to occur again. The consequence is what always follows a behavior. Antecedents get us going, but consequences keep us going. People do what they do because of what happens to them when they do it.

Consequences Reinforce Behavior.

You instruct an employee to wear the apron (the antecedent). She wears the apron (the behavior). The apron is uncomfortable and she feels clumsy (the consequence).  The consequence of her behavior is Negative (for the performer), it is Immediate and it is Certain. It IS easier to put the spray bottles down on the counter than it is to remember to put them back in the apron loops. The apron IS heavy and awkward until one becomes accustomed to it. To change the undesired behavior (in this case, not wearing the apron and/or not putting the spray cleaners back in the apron instead of down on the countertop), it is necessary to reinforce positive consequences for the person performing the behavior.


The 4 Consequences Of Behavior And Their Effects.

Behavioral consequences are defined as: Those things and events that follow a behavior and change the probability that the behavior will be repeated in the future.

Employees may perform up to 1,000 different behaviors at work every day. Each behavior is followed by a consequence that will either strengthen or weaken them. There are four behavioral consequences: 2 that increase behavior and 2 that decrease it. The 2 consequences that increase behavior are referred to in behavioral science as positive reinforcement and negative reinforcement; the 2 that decrease it are called punishment and penalty.


Some of the 1,000 daily behavioral consequences occur naturally. The team’s driver puts the car in gear, presses down on the accelerator and the vehicle moves forward. An employee puts the house key in the lock at a client’s home, turns the knob and the door opens. A team member hits the “on” switch on the vacuum cleaner, and it turns on.


Another portion of the 1,000 daily behaviors is followed by consequences provided by fellow employees. An employee smiles, says “good morning”, and she receives a cheery “good morning” in return. She tells a joke, and her team mates laugh.

Still another portion of the 1,000 behaviors is followed by consequences provided by supervisors and the business owner. These consequences should increase the behaviors that directly add value to your business and decrease those which interfere with value-added performance.



Here are a few examples of how the 4 consequences of behavior are at work every day, along with how they are likely to reinforce the future behavior connected with each consequence:


(1)  A team member puts the team control book on top of her car while helping to load supplies. She drives off without retrieving it and it’s gone forever (penalty). This consequence is likely to decrease the likelihood of this behavior reoccurring in the future.

(2)  A new employee tries to follow the cleaning methods taught by her franchise owner, but the team leader chews her out for being too slow (punishment). She decides that its more important to work quickly than it is to work efficiently. The consequence reduces the probability of the right behavior being repeated in the future.


(3)  A team is cleaning a home for a particularly fussy client. The team leader takes extra quality control measures because she knows this client will call the office and complain if your client finds any dust or finger prints after the team has left. She wants to avoid being reprimanded and forced to go back and re-clean (negative reinforcement).

(4)   You share a letter of appreciation with employees of team two from Mrs. Smith praising their work. During the next week you get back a higher than normal number of excellent performance questionnaires from team two’s clients (positive reinforcement).



To Get A Desired Behavior, Provide Positive Consequences


If you look at the Summary of the Four Behavioral Consequences and Their Effects and review these examples again, you will see that an employee’s behaviors can be directed by altering the consequences of behavior. Needless to say, the right antecedents need to be in place to launch the desired behavior in the first place (training, coaching, instructing, the working environment, and supervisory leadership).


If an employee is not adequately taught to perform the desired behavior, it doesn’t take a rocket scientist to know that we can’t expect her to exhibit the behavior we’re looking for.

If we expect an employee to be cheerful on the job, management needs to set the example. It’s easy to “extinguish” a cheerful behavior if an employee’s jolly “good morning” is met by a grumpy acknowledgment (or no acknowledgement) from management when she arrives for work. We’ll touch on the phenomena of “extinguishing” behavior a little later.


Let’s use the situation we referenced at the beginning of this article, dealing with the undesirable behavior of not using the apron properly. How might we go about achieving the correct behavior by changing the consequences for performing this behavior?

We have a new team member who tries to follow the rule about putting the spray bottles back in the apron loops, but becomes frustrated because she finds it awkward and keeps forgetting (punishment). She reverts back to what comes more naturally to her and leaves her AP and GC bottles on the counter instead of trying to follow the system. In this instance, the wrong behavior is being reinforced, thereby decreasing the chance that the right behavior will be repeated.



We know that the eventual consequence for this worker is that she will save time and effort when she gets into the habit of putting her sprayers back in the apron loops instead of down on the counter, and then having to retrace her steps to retrieve them. The consequence will then become something she “wants” to do because it will make her job easier. She’s been told that and knows it’s what she’s supposed to do. Still, the wrong behavior persists because the immediate consequence of doing it the right way is punishment (it is unnatural and more difficult at first).

In an effort to correct this behavior, a trainer or team leader will often verbally chastise the employee for not using the desired behavior. Because the employee is likely to want to avoid the displeasure of her supervisor in the future, this may achieve the desired results . . . at least, temporarily. This is an example of “negative reinforcement” (negative reinforcement is a consquence by which the behavior allows the performer to escape or avoid something they don't want). Negative reinforcement can alter a behavior, but the performer’s behavioral change is likely to show minimal compliance. It may only exhibit itself under direct supervision thereafter, almost begrudgingly. Negative reinforcement tends to produce behavioral performance that is “just good enough to get by.”

The best way to change behavior is to eliminate or minimize any punishment or penalty which may be a consequence to the employee for performing a desired behavior, and provide positive reinforcement as a consequence for doing so (or that results in a positive consequence that far outweighs any immediate punishment or penatly associated with performing the desired behavior).


So, how can we get our new employee to perform the desired behavior of always putting her APC and GC bottles back in her apron loops using positive reinforcement? Think about it for a moment. It is our objective to get our worker to perform the desired behavior to “get something she wants” as a consequence of performing the behavior.

Actually, this is a bigger issue than merely getting our employee to use the apron properly. This behavior is just one element of the whole issue of performing specific desired behaviors that are required to do the work efficiently.


Not using efficient cleaning methods (which include the proper use of the apron, and ALWAYS putting the spray bottles back in the apron loops) means that the employee will have to work harder. I don’t know of too many people who would rather find a way to work harder than they have to. Do you?


Your challenge is that until this new employee masters our efficient cleaning methods, the “positive” consequence promised is “future” and “uncertain” to the employee. While she’s learning, the consequence to the employee for performing the desired behavior is usually “negative”, “immediate” and “certain”.


An owner might say, “This is nonsense! I’m paying her to do the job the way I tell her to do it, and she better do it or else!” News flash! The prospect of losing one’s job might have been a feared penalty at one time. But this is the year 2000, and that threat is not a big stick these days. We have all heard of that little thing called employee turnover. Furthermore, what you really want out of your employees is “discretionary behavior” (which translates to behaviors that exceed the bare minimum performance required to “just get by”).

The reality of this situation is that positive reinforcement needs to occur during the initial training period. You can’t change the fact that learning efficient cleaning techniques may prove to be uncomfortable and unnatural for new employees. But you can minimize the punishment the employee experiences during this time and replace it with a consequence the employee will want to experience: recognition for her progress and praise for performing the desired behaviors. WE SHOULD NOT UNDERESTIMATE THE POWERFUL IMPACT THAT POSITIVE REINFORCEMENT HAS ON ACHIEVING A DESIRED BEHAVIOR. This positive reinforcement must begin during the initial training process.


The person responsible for training a new hire needs to understand the principle of positive reinforcement of desired behavior. From the very first time a new employee follows direction, she needs to receive positive reinforcement for this behavior. “Way to go! That’s it, keep doing it that way.” Making a game of the training process can make this easier for both trainer and trainee. “Spray, loop, wipe. Spray, loop, wipe. Spray, loop, wipe,” repeated while teaching a new hire to apply cleaner, put the sprayer back in the apron loop, and wipe the surface as she cleans is just one example. “That’s it, you’re getting it. Good job. You’re learning well,” is positive reinforcement to your new worker. And the trainer must not skimp on providing constant praise as the new person continues to learn new procedures.

Continuous positive reinforcement of the desired behaviors of your new trainee needs to offset the negative consequences, which are going to be experienced by your new employee during the learning process. As she learns the right behaviors, she gains confidence (positive reinforcement), starts to experience the benefits of efficient methodology (positive reinforcement) and becomes accepted as a peer by her coworkers (positive reinforcement).


Training Is The Antecedent

Remember that “training and guidance” are the antecedents to workplace behavior. How we provide this training and guidance sets up the behavior and can positively or negatively impact the consequences that follow the behavior.


Inadequate or cursory training of a new employee will not beget the desired behavior, and the consequence will be a negative experience for the trainee. When you’re in a situation where you need an extra pair of hands on a team, the temptation is to short-circuit the training process. However, this management decision inevitably leads to a revolving door of new hires coming and going.


A seasoned team has been programmed to get the job done efficiently. They’re used to getting in and out of Mrs. Smith’s home in 45 minutes. They know how to produce quality work within a certain time frame. The sooner they can get their day’s cleanings done, the sooner they can get home to the kids. Now you introduce a new, unseasoned pair of hands to the mix.

Instead of being an asset to the team, this new person is a liability. She hasn’t learned the system, she’s slow and unsure, and her work has to be monitored closely. She drags the team’s efficiency down. Instead of finishing up in 45 minutes, the team is still not finished after being in the house an hour. The team leader loses patience, the other experienced coworker becomes exasperated, and the entire experience is frustrating and bewildering to the trainee. The consequence is that everyone is punished. Not only do you stand to lose the new employee, but if the scenario continues to repeat itself (new people coming and going on the team), you risk demoralizing and losing even your seasoned workers.

Most team leaders dislike training. The scenario pinpointed in the preceding paragraph defines the reason why. Certainly, the long-term consequences can be positive for the team ¾ if and when the new team member is experienced and up to speed. But when the new person is assigned to a team, the consequence, although potentially “positive”, it is “future” and “uncertain”. The initial consequence to the experienced team members is “negative”, “immediate” and “certain”. It is uncertain whether the new hire will be around in the future to contribute efficiently, but it’s certain that there will be an immediate negative impact on the team’s efficiency.



This scenario is yet another example of where negative consequences influence future behavior, in this instance, the behavior of the team leader (assuming she is the one responsible for training the new hire), as well as the behavior of the third experienced team member.

How do you change the behavior of the team to which the new person will be assigned? The same formula; you change the consequence of performing the desired behavior from negative to positive. So how do you do that?


First of all, the trainer needs to be trained on how to train. A new hire can certainly learn through osmosis by observing what the trainer does. This is how most ms expect a new person to learn. The team leader shows the trainee once, twice, perhaps three times, then expects them to perform the behavior expertly and efficiently. And this where the problem begins. The team leader's expectations are not met, the trainee’s expectations aren’t met, and the negative consequence overlaps onto the third team member.

Before a new person is assigned to a team, that person needs to receive her initial training from you or a dedicated trainer whose sole objective is to teach the employee the basics before being put on the firing line. This will help to alleviate the negative consequence for the team leader that is associated with training a brand new recruit, as well as for the new hire and the other team member. The new team member will be better prepared to contribute to the efficiency of the team, rather than detract from it.


Another way to create a positive consequence for the behavior of training is to compensate a “qualified” team leader specifically for training a new employee. Note the emphasis on “qualified”. This is a way of turning a negative consequence connected with training a new person into a positive consequence for the team leader (and, as a byproduct, the team leader is likely to put less pressure on the trainee . . . also a positive consequence for the new person).


Beware Of Extinguishing Desired Behavior.

One of the sins that management often commits is that of unwittingly “extinguishing” desired behavior. A behavior can be extinguished when a performer fails to receive positive reinforcement. Let me give you an example.


An employee does outstanding work. She cheerfully helps her other team members finish their rooms. She receives no positive reinforcement and soon becomes less willing to pitch in to help her coworkers; in fact, she starts to take her time and pays less attention to detail. Soon, she’s less efficient than her teammates. Her quality workmanship diminishes. Eventually, her desired behavior is no more.

If someone tells a joke and no one laughs, the chance that the teller will repeat it decreases. If he tells the joke a couple of more times and no one laughs, he likely won’t tell it again. The teller received no positive reinforcement for this behavior and the result is that the behavior becomes “extinguished”.


The same thing can happen if management does not provide continuous positive reinforcement in response to desired behavior. It’s easy to put all our attention on correcting undesired behaviors and ignore employees performing desired behaviors. But giving positive reinforcement to desired behaviors IS critically important to sustaining the behaviors we want.

Can you build a successful house cleaning business during a recession?

With thousands of business owner clients around the world over the past 7 1/2 years, many of whom keep in touch with me, I get a good pulse on the state of the industry.  Many businesses are susceptible to the swings in the economy and either prosper or suffer accordingly.

When the overall economy is in a downturn, we can't put our heads in the sand.  No business is recession proof -- but, the residential cleaning industry has proven over the past two years to be very recession resistant.  Instead of running for cover, aggressive owners have shown consistantly strong growth in 2010 over 2009.  Some have reported sales increases of $200,000 or more over the previous year to date period.

I thought you might like to hear the logic as to why this is the case so I am sharing the following link on youtube which is also available to visitors to our Web site:

YouTube Video

Want to attract job applicants without wasting a lot of time, money and effort?

There is no shortage of job applicants out there these days.  That's the good news.  The bad news is that you can waste a lot of time and effort on the answering responses to your ads on the phone trying to weed out poor candidates.  Then, when applicants arrive for the interview and fill out their applications, you still wind up wasting time with unqualifed applicants.  This situation is particularly problematic due to the large number of people looking for work these days. 

About a year ago, we set up a new Web site to help you attract workers while taking 90% of the effort and expense out of the recruiting process. The National Home Cleaning Service Employment Center is a great resource that you may not be taking advantage of and is probably worth your consideration.  Be sure to check it out through the above link.

Here's how this Web site can help you:

• It provides an overview of what the work entails, along with a job description, so the applicant is fully aware of what he or she will be expected to do;
• Job seekers can fill out your application form right online, and it is sent directly to the email box of the person in your business who looks after recruiting employees;
• Unless you decline the option, there will be a link to a map on the top of the application form so that applicants can (a) print out directions to your office and (b) determine the distance from their home to your office, which eliminates people who live too far away to make the job practical;
• If you wish, the application can be translated into a selection of other languagues at the click of a button;
• The site works for you 24 X 7 and you even receive applications in your inbox while you are sleeping;
• You review incoming applications at YOUR leisure and call back only those you're interested in interviewing in person, which means no sitting around the office taking phone calls from job seekers and less time and effort spent on the recruiting process.

How well does it work?  Well, Ken Steele, one of our House Cleaning Biz 101 customers who subscribes to this program had 370 people go to his online application in September alone.  That's 370 phone calls he did not have to deal with.  Of course, he did not get 370 applications (and I am sure he didn't want that many) because (1) many visitors disqualified themselves for whatever reason or (2) they chose not to answer all the questions on the application, in which case the system will not allow it to be submitted.

To direct prospective applicants to his application, he runs the following FREE help wanted ad on Craig's List on a continuous basis.  So be sure to look around the site to see if it could be a benefit to your recruiting efforts, too.  It gets its share of visitors every day, but if you really want to make it work for you, drive traffic to it like Ken is doing.

__________________________________________________________________________________


Maid Service, House Cleaners (West Orange County)


________________________________________


Date: 2010-09-19, 11:44PM EDT


Reply to: job-vb8ug-1963122449@craigslist.org [Errors when replying to ads?]
________________________________________


Join our Team - we look for quality people who live close to our service area.


We're very selective about the people we hire. New applicants are thoroughly screened. Before hiring, they are subject to a background investigation, including employment history and a criminal background check. Also must be DRUG FREE, as we are a Drug Free Workplace with random testing.


We know that to attract, motivate and retain quality people requires excellent compensation. Hiring minimum wage workers can only result in minimum performance. We try very hard to make Better Home Cleaning an enjoyable place to work. Many of our employees stay with us for years.


If you're the "right stuff" we'd like to talk to you about joining us in serving our happy customers in a friendly, team environment. Cleaning experience isn't necessary because we will train you to become a professional using our methods, equipment and cleaning products. Following are what we expect from you and what you can expect from us:


What You Can Expect From Us


• Excellent compensation
• Paid training program
• Monday through Friday, 10 to 30 hours weekly
• Nights or weekends optional if you want them
• Easy dress code
• Work in a friendly team environment
• Low stress workplace
• Specialized equipment and supplies provided


What We Expect Of You


• High energy and physically fit
• Positive attitude
• Dependable and responsible
• Trustworthy and bondable
• Pleasant personality
• Able to work well with others in a team environment
• Drug free
• Punctual and committed to good attendance
• Valid driver's license
• Reliable, insured vehicle, although you would usually use a company vehicle.




We operate primarily in West Orange County plus the Clermont Area


Apply online at http://www.workenders.com/Better-Home-Cleaning.htm


• Location: West Orange County
• Compensation: $50 per day while training then percentage
• This is a part-time job.
 phone calls about this job!
• Please do not contact job poster about other services, products or commercial interests.• Principals only. Recruiters please don't contact this job poster.
• Please, no


___________________________________________________________________________

All craigslist postings are free, except for:



1. Job posts in the San Francisco Bay Area

The fee for posting a job in the SF Bay Area is $75. This fee pays for one job in one category. (One job posted in two different categories would cost $150.)


2. Job posts in Atlanta, Austin, Boston, Chicago, Dallas, Denver, Houston, Los Angeles, New York, Orange County, Philadelphia, Phoenix, Portland, Sacramento, San Diego, Seattle, South Florida, and Washington DC


The fee for posting a job in these cities is $25. This fee pays for one job in one category. 
(One job posted in two different categories would cost $50.)