Hiring & Managing Part-time Staff | ARIANE Wolfe | Skillshare

Hiring & Managing Part-time Staff

ARIANE Wolfe, Manager, Coffee Shops

Hiring & Managing Part-time Staff

ARIANE Wolfe, Manager, Coffee Shops

Play Speed
  • 0.5x
  • 1x (Normal)
  • 1.25x
  • 1.5x
  • 2x
7 Lessons (43m)
    • 1. Welcome

      1:09
    • 2. Benefits & Pitfalls

      10:53
    • 3. Training

      9:39
    • 4. Communication

      8:10
    • 5. Motivating Staff

      2:26
    • 6. Handling Problems

      10:35
    • 7. Thank You!

      0:21
  • --
  • Beginner level
  • Intermediate level
  • Advanced level
  • All levels
  • Beg/Int level
  • Int/Adv level

Community Generated

The level is determined by a majority opinion of students who have reviewed this class. The teacher's recommendation is shown until at least 5 student responses are collected.

69

Students

--

Projects

About This Class

Managing people can be difficult, particularly if you are working with part-time staff. Learn how to overcome common pitfalls including: dealing with high turn over rates, highlighting benefits for part-time staff, and how to handle problems with part-time staff members. You'll learn from me, Ariane Wolfe. I have over 12 years of experience managing part-time staff and currently manage over 40 part-time staff members at 3 separate locations on a college campus. 

Meet Your Teacher

Teacher Profile Image

ARIANE Wolfe

Manager, Coffee Shops

Teacher

Class Ratings

Expectations Met?
  • Exceeded!
    0%
  • Yes
    0%
  • Somewhat
    0%
  • Not really
    0%
Reviews Archive

In October 2018, we updated our review system to improve the way we collect feedback. Below are the reviews written before that update.

Your creative journey starts here.

  • Unlimited access to every class
  • Supportive online creative community
  • Learn offline with Skillshare’s app

Why Join Skillshare?

Take award-winning Skillshare Original Classes

Each class has short lessons, hands-on projects

Your membership supports Skillshare teachers

Learn From Anywhere

Take classes on the go with the Skillshare app. Stream or download to watch on the plane, the subway, or wherever you learn best.

Transcripts

1. Welcome: welcome to managing part time staff. My name's Ari Wolf, and I'm gonna be taking you through this video. Siri's now within this course, we're going to be covering four key areas. The first is the benefits and pitfalls of managing part time staff. The second is motivating staff members. Three is training and communication and finally handling problems. So I have been managing part time staff members for over 12 years. So the tips and techniques I'm going to be sharing with you, I have one through some hard fought experience. I'm also going to be sharing some advice I've learned from other managers as well as from some outside sources. So everything that I will be sharing with you, I have implemented within my own management in order to make my life simpler and easier. So I hope it doesn't same for you. So welcome. And I hope that you enjoy this video. Siri's 2. Benefits & Pitfalls: all right, we're gonna jump right into managing and hiring part time staff. So first off, what the benefits and pitfalls of having part time staff. So first off, let's think about what are the benefits for your staff members. So common benefits include flexible in limited hours, extra cash and a job that's not too serious. So those are some pretty standard benefits of a part time job for my particular part time job. We have a coffee shop. So for our staff members, one of the park's is getting free coffee where they're working. That's good. Also, we accept tips. So are part time staff. Get to walk away with cash in hand at the end of the day. And then finally, there's no late nights, definitely only early mornings. So take a second here, list out three key benefits of your particular part time jobs. So you may even want to pause the video here and think for a second. Next, what are the benefits of having part time staff? So one of the best benefits for me personally, is the fact that you get such they verse staff members, a completely unusual set of people that normally probably wouldn't come together. The other thing that I really enjoy about part time staff is how flexible they are. So having people work very different hours, different days, being able to really work with them and get to know them and having a much bigger staff. Then if, say, I had only full time employees. So those are some of that key perks for me. Also, think about what you really enjoy with your staff member. I think this is really nice, even if you don't use it a ton when you're doing the training and communication sections, that will talk about later. But maybe just to put up at your desk is the list. The reasons that you actually enjoy having part time staff, which sometimes can be a challenge when there are those frustrating moments of which happened to all of us and management. So next, what are your biggest pressure points? We're gonna talk about this a lot. Pressure points are the areas that you're really struggling with in the business in the job itself. So really thinking about that as we discuss it throughout this course, so four of the areas that you're really going to see your pressure points in our required skills. So what sort of skills experience personality does a person need to have in order to do this job? So lots of times, you can look at your best performers now kind of diss turned those skills, but sometimes it's pretty obvious. So for my coffee shop, one of the biggest skills is I really love to have people who have had food service or restaurant experience, and the reason that I like that is because they know health and safety protocol. They're used to working in a fast paced environment, and they're working. They're used to working with customers around food. Next is training. So what sort of training is required for your job now? Very few people who could walk into, ah job and just do it No sort of training. Most people at least needs some sort of training when it comes Teoh. Maybe I've done the same job in a different location, but there's always those particulars in any business and job. So thinking about what sort of training you really need for employees and also maybe for your current staff what training you like to do in order to improve their skills. Next. His commitment. So commitment is huge. It's whether someone has the time and ability to do the job. So particularly one Look at this when you're hiring to make sure that you our only hiring people who really can make the time commitment, which is one of my biggest things and also that they're going to be willing and able to do the job. It's also something to look at. If you're struggling with, ah, part time employees lots of times, it's because they can't really fully give you that commitment, and they're struggling to do it. Finally, there's the physical requirements. So in the coffee shop, when with physical requirements is lifting, we have a lot of ice coffee that people have to lift their on their feet all day running around, so they have to be physically able to do the job. So next list three key pressure points for you, um, both in hiring your staff and your current staff members. So I'm gonna talk about this a lot, and we're gonna be referring to these pressure points multiple times. So take a second here, pause the video list out those three pressure points for both hiring stuff and your current staff members they might overlap. Might be a little bit different. Excellent. Now, hopefully, you just kept it. The three don't want to overwhelm yourself by taking on too many challenges too soon. You can always go back to that list and hopefully replace a few things now finally know how to frame the job. So this is a lot about hiring. So you want to put your job position in the best possible light, But you need to be honest. It really helps you screen potential candidates, helps them actually screened for you. If you're honest about the job, you don't want people come in and her like, Oh, I can work Sundays. Well, it turns out I'm only looking for Saturday's right now. Um, so I've wasted their time. I wasted my time. So you really want to be honest about what the requirements are, especially when it comes to physical lifting time pay. Um, so I want you to write out a brief description of the job that you have. But before you do that, I'm going to show you an example that I've put together for you. Ari's coffee shop now hiring. We're looking for fun loving team members who aren't afraid to do some heavy lifting and run around all day for customers. Don't worry. Coffee is free for staff. Members must be able to work some weekends, cover for other staff members and always have a smile for customers. Base pay plus tips. Please contact Ari at my fake email dot com. Please include availability and resume. So this job description is really for other people. I recommend that you write out a job description That's just for you, um, that you can use to explain the job after you've done an actual interview with someone, and also just a kind of get a better handle on the job itself, especially if you were new to management. I think this is really helpful exercise now to go over this job description where I'm I've written out for potential employees. You've noticed that I framed a lot of my pressure points within this ad, So the first is that heavy lifting needs to be able to do that. They're running around essentially on their feet all the time. Must be ableto work weekends cover for other staff members. So those are some of my biggest pressure points. So I definitely wanted Teoh emphasize those. Make sure that potential employees are able to do it. I've also, um, thrown in one of those nice, um, benefits of the job, which is that free coffee. Try to make it fun. Kind of give, uh, on idea of someone coming in what the atmosphere is like. You'll also notice that I have based a plus tips. I didn't put an actual dollar amount. I did this consciously because a lot of people will get really hung up on the dollar amount . And for a lot of places, if you're very tip dependent, this'll skin stop you from getting potential employees. That might be great and might actually love the job, too. So at my particular coffee shop, base pay is about 8 to $9 an hour. But the tips bump this up to like 16 to $17 an hour, sometimes more when we have on event or a busy weekend going on. ESO pays pretty well lots of nice perks, but I have heard that people wouldn't have applied if they hadn't heard a little bit more about the job from friends. So that's why I don't put that starting dollar amount. However, if you are hiring for a place that doesn't have tips, I definitely recommend putting in an actual dollar amount just because it's another way to screen. If someone needs to be making $15 an hour or they're not willing to take less and you only pay $12 an hour, you've wasted each other's type. So the only area where I wouldn't do this is if you're much lower than the standard, as far as you're starting rate goes. But I definitely look at that. I know that sometimes not in your hands, but I definitely push for it. If you're in a corporate environment, if you're not at kind of the standard rate, all right, well, perfect. Hopefully gives this gives you a new idea of what we're gonna be going through in this course and a few helpful tips to get you going. Our next video is going to be going over training 3. Training: training. So training is just another term for learning. So within the learning process, there's basically three different ways there's written visual and hands on. So when you're looking at your training program, you want to make sure that you're including all three of these different elements because you're gonna have staff members that learn different ways. So it's really important that they're able to get their training in the way that best suits them. Also, having the repetition of the different ways to learn also solidifies the knowledge more so , really, when you're looking at your training, you really want to develop consistency. You want to make sure that you're covering the same material with every single new employees and that you're doing it in essentially the same way. So in order for me to do this, I use checklists. I'm a big advocate of the checklist, and that's actually going to be Our project, for this course is creating a checklist, so we'll cover that here in just a few minutes. One of the next things that I do is I check back in with the employees, so usually for our training, it takes about two weeks and Then in about a month's time, I come back in and I have another training session with that person. This is extremely helpful because I'm able to really look and see where they might have gas in their training. It's pretty quick for a process because obviously they've been doing it for a while. They understand a lot of things, but you can ask them to show you things you can covers or in areas that you feel like. They might still be weak on, and it really kind of solidifies their knowledge, and it really helps to give them a lot of confidence. So when you're looking at your training program, um, you really want to look at how many days does your current training take? So looking at that scene, are we using our time the most decision way? Could we cut back training? Or maybe, do we need to extend training to make sure that X, y and Z or being covered? So really asking yourself a lot of questions as far as your current training goes, or if you're starting a new training program to kind of think back of like, how long did this take you toe learn these skills. What's a reasonable timeframe for learning this skill? So maybe checking online, doing a bit of research and the next how many different ways do you train? So going back to that written visual and hands on making sure you're hitting all of those different areas and also that for big key skills that you have it in all three areas? So, for example, I'm in a coffee shop, so making drinks is one of the big things. So I give them a written guide of all of the drinks that we serve the different proportions for, um, kind of the basic layout of how you put together the drink. Next, I show the person how to actually make the drinks, so that takes a while. And then as part of that training, I have them show me how to make the drinks so really kind of locking that in. And then I also have them do shifts with some my, um, seasoned staff members so that they can see it in action, that they're seeing how we process the drinks when it's super busy. And then also, that's another thing that I go back in double check with them on, even after I feel like they've gotten it, to make sure that some of the more unusual drinks are being done correctly, and also to make sure that they're consistently making the drinks the way everyone else makes the drinks. So next, what are areas just staff struggle with most upon finishing the training? So this is great if you already have a training program to see. All right, everybody's going through the same training, but yet I'm still having major problems in these two areas. So how can we better focus in on those problem areas within our training? And then also, if you find a great solution going back, training older staff members on these problem areas? Now, if you're creating a brand new program, can't use that, but think about the areas that are the most important to you. So in my case of the coffee shop, it's the drinks making sure were consistent on the drinks that were making a great product at every single time. So think about that for your business was the most important area for you. That's where your training really needs to be focused. So I talked about those checklists. So our training checklist. So when you're making your training track list, you really want to break it down into the key areas that you want to cover with your staff . So for my particular coffee shop, I haven't broken down into four key areas. The first is register and customer service kind of pair of this together because you're bringing up the drink for the customer. It's one of the biggest interactions that we have for our coffee shop with the customers, so making sure that they are on top of that. The second is the drinks, which already talked some. About third is that side work. So making rice, coffee, cleaning, mopping, organizing, stocking And then, finally, it's handling problems. This includes You know how they need to call out sick, how they need to handle problems with fellow coworkers, problems with customers. So I create this into its own category, cause it's not always stuff that's like the pipes broke. What do we dio but areas that they're definitely going to have problems with and that they're going to encounter? So I recommend breaking down your training checklists into kind of five or under key areas . Don't overwhelm yourself. Um, and also don't make it too much because we're gonna break this down more so you can see I've done that in the example of the register and customer service. So I've just broken it down into kind of a no additional five key areas. I actually have more than this, but just to give you kind of a basic idea. So I want to make sure that they can run a basic transaction, that they know how that looks like that They know how to do a refund, that they know how to do gift cards. They know how to print receipts. Um, save a customer forgets that they want a receipt. How to go back into the system, print out that receipt for that person and also asking the customer questions. This is a key one for us when you're asking customers about what type of drinks they want. Um, and also having that great customer service right there at the register was really important to train for so breaking down kind of these basic skills that I want the staff to know going through it with, um, having written and visual instructions. So I've created videos not surprising for my staff members on how to do kind of these basic transactions. I've got a nice, um, laminated set of instructions for some of the ones that are a little bit more unusual, like the refunds from the gift cards that are sitting at the register just in case someone forgets how to do a certain transaction and then asking the customer questions. I also have that broken down into kind of the key areas, So I've got it in written format. I've got the great visual guides and then also that hands on. So they're seeing how it's done by other coworkers, and then I'm having them hop in and do it themselves. So when you're creating more training, trackless that I would love to see you guys post the key things that I want you to dio is I want you to do your five or under key areas, and then I want to see three or five sub items, just like I've done with this register and customer service, and I think this is gonna help you out so much in your training as well as your confidence in whether or not your staff no. So and I think sharing this with other people will really help. It will give you a lot of great ideas seeing other people's work and then also maybe you can steal, slash borrow some ideas from other people, especially if you're in similar fields. So hopefully that house, I can't wait to see your checklists, and I will catch you on the next video or we cover communication. 4. Communication: communication. So you want to create a lot of easy ways to communicate for you to communicate to your staff, your staff, to communicate to you and for them to communicate to each other. So review how you're communicating now. Is it effective? The ways to tell if it's effective or not is whether or not important tasks are getting missed, that they're not getting communicated. And this information often not get communicated, either from your staff members to you or from your staff members to each other, because it's really easy to be like, Oh, I communicate but no one else's. Also, when you're looking at how you communicate, you really want to be a simple and as direct as possible. You really set the tone for how you were. Staff members are communicating as well, so I do this in a lot of different ways. So talked about those checklists love the checklist is await. You communicate to my staff members on what's important. Next is emails, so I really limit the use of the email, especially with your part time staff. You only want emails that you have a really long lead time on. So, for example, I will ask for updated availabilities with summer about a month to a month and 1/2 before I actually need them. And then I will send out additional reminder emails that I need that information. Also, I never send out emails that are longer than about three or four sentences. You want to keep it simple and to the point if you have a lot of things that you need Teoh communicate, I suggest breaking it up. Um, and then also I have a communication minor, which I use for longer format items. So I've got a binder. It's it's below the register at our locations, and it's got some longer formatted items. People are more likely to read this because it's at work. I asked them to read it at work, and then also, when I see them directly, I will ask them to read it. And then often with these items that I put in the communication binder, I will talk about them during our um, staff means which I have staff meanings once every six months. Another great way to communicate is texts. I love texts. I have a lot of college students, so this works out really well for me. For my part. Time staff members with text It's usually reminders, short, brief things like, Hey, can you say an extra half an hour on your shift tomorrow to help cover So really simple direct things were simple reminders like, Hey, we've got a catering order That's first thing in the morning, so try to be in right on time so we can get it done. So quick. Questions, quick reminders. Nothing too much else Besides that calendars. I've got two different types of calendars, so I've got a paper calendar and on electronic calendar that I use. So the paper calendar I put big events on and catering orders for us. I also have an electronic calendar that's tied in with our register system, where I put reminders to record the fridge temperatures, which we need to do for food service. And then also another reminder for those catering orders. The one of the all time favorite means of communication for my staff members is the white board. So I have a white board at every single location and on their staff, write down what we need as well as information to me. So It's also helpful when they're communicating to the next shift to make sure that there are putting important stuff like they might have a note that says, You know, out of this type of guy, it lets me know it lets the next shift no to that were out of this item that they don't have to run to the back and look to see if we still have it. So that's just one example the white words definitely one of my favorites. I also use a scheduling service called When I Work, which I really like, and they have a in group message system, kind of like a text message. And then you can also send out email communications from them. And then they also have it so that on your scheduling for that particular day, you can put a notice so I will do that as well. So say there's graduation for the college. I'm gonna put that on that day so people know what's going on, or if say, we're closed on a particular day for like Memorial Day, I'll put that notice on the staff. That way, it's a little easier for staff members to see like, Oh, I didn't scheduled. Today the business is closed. So a lot of different ways to communicate now the way that my staff communicates to me are mostly through texts, um, phone calls and emails. So I didn't mention phone calls, but phone calls are really nice. I tend not to do a ton of phone calls either, though, um, unless I'm calling the shop directly, asking for something in particular. But I try to avoid this because it's hard for them to get pulled out of work to answer a phone call where a text message they can answer it when they get second, or they can call me back. If it's something they can't immediately answer via a text message, which I will communicate to them, I will put it in text. Being like, Hey, I need to know if, um, this order has arrived. Call me, uh, when you get a chance, the way it's kind of putting the ball into their court. It's not as difficult for them to pull out of the task that they're doing if they're helping customers, if it's really busy, eso This is helpful in the coffee shop. This may not be the case in your particular business. So think about the way that you're communicating. I would definitely right down. It leads 2 to 3 new ways that you're going to try to communicate with your staff member. Because communication is so key, it helps to solve so many problems, the better that you are a communicating to your staff. And the more that you encourage your staff to communicate to you, the better your life's going to be. So I did want to go over the checklist a little bit more talking about communication. So this is a sample checklist that I have for the coffee shops. So this is a shift checklist. So these are This is about half of the items that they need to complete during a shift, so you can see it's pretty thorough. I also have reminder notes for basic. It's constructions on how to do stuff such as making the ice coffee, make sure you only use our early bird type of coffee, use six cops in our containers. So small reminders like that, Um, as staff continues, though, um, I pare this down more and more weight don't have quite as much, um, of those bill extra details. I will put those into my laminated kind of reminder sheets that I have at all of the registers that people can just look at. 5. Motivating Staff: motivating part time staff. So getting staff by in so staff by in is really whether or not your employees care whether they want to be at your business, whether they want it to succeed. So getting staff buying is very staff dependent, so upon the individual member. So one of the big ways that I do this is by assigning extra tasks, extra responsibilities. So even if you can't pay your employees more, it really is very motivating, very rewarding for a staff member to be responsible for something. So, for one example, I've put a particular team member in charge of our ice coffee, making sure that it's done correctly, that the ground you're taking off out at the correct time that it tastes properly, so teaching them on how to taste on her determined that, and also to help train other staff members to make sure that they're doing it correctly. So it's a great way Teoh, get your staff involved. Another way is recruiting help. So I really believe in treating your staff like you're part of the team. You're not above your staff members, you're a part of the team. So in asking them for help in asking them on advice on how you'd improve the situation, what you would do. It really kind of creates a sense that their opinion matters, that you care about who they are as individuals, that there's a reason that they're there. So even just the fact of asking helps to get staff by in also see where people's skills lie . So I have quite a few staff members who are very artistic, which is great in the coffee shop, so I have them right of our boards. Help put together Our flyers helped put together some are advertisements. It helps me out a lot by eliminating task that I would have to do and then it also creates an avenue where they get to be creative, where they can point to things in the coffee shop that they have done that they're proud of . So those are just three examples of how you can help to motivate your team. 6. Handling Problems: handling problems. So one of the key things you need to look at with problems that you might be having with your staff members is expectations. So how clear have you made your expectations? Ah, lot of times people don't do the right thing. They make mistakes because the expectation of how to do it, what they should be doing, isn't there. So definitely take a look and see how clear you've made that whether or not, um, you need to add additional material additional items to say a checklist that you have in order to make those expectations clear. Also think about how do you currently teach your expectations? Do you just throw it in the manual? Leave it there on what you actually expect for, say, finding coverage for their shift on when they need to let you know that there is a problem so forth and so on. So think about how could you further make your expectations clear. So I talked before about I have nine million checklists for everything. This is why it makes it really clear for my staff members to know exactly what I expect. If it's not on the checklist, it's not a major priority if they miss it. I'm not concerned. It's the items on the checklist that I'm gonna get upset with if it's not completed. I've made what they need to do extremely clear. So think about how you're making your expectations clear. So I've made a few examples immune you ALS checklists, commitment documents. So what I call commitment documents are essentially all put together, a he brief paragraph on what I expect of people that will have them sign. It's so often times I'll do this in staff meetings. If there's a new addition that I want people to be well aware of, I want to make sure that they're aware of how serious it is and then also to I can come back and be like, Hey, you read this. You signed off on it. You said You've got it and you're not doing it, so it helps me to hold them accountable. That's another great thing about the checklist is if they check it off? They say that they've done it. It's a great way to actually hold them accountable. So also previous conversations. So if I've talked to a staff member before, if they're having a particular issue. I have to talk to them again. I'm gonna bring up that previous conversation. So it's good to write down conversations that you've hide with staff members about issues and keeping kind of even just a brief document on problems. So I just have a file folder. I have a lot of pieces of paper with just date. What happened, whether I talk to that person or not, most of it's just for me. So it's just kind of brief summary. Think about though you might be a corporate situation where this needs to be documented more. Any might need to talk to HR about how they would like you to document it. But if you're just running a small business, I still recommend that you document, especially if you have an employee leave on bad terms. You have the documentation behind you saying, You know, I talked to this person on these four occasions on the problems. They were having my expectations of what I wanted them to dio, and this is why eventually let them go. So keeping that in mind, One of the quotes that I have here is never attribute to malice that which is adequately explained by stupidity. So I've include this razor by Robert J. Hamlin, its nose, the handling razor Because a lot of times you might get really upset that someone hasn't done something you might get really frustrated. You might think that they're purposely doing this to irritate you, but nine times out of 10 it's because not even necessarily that the person is stupid, but they're just unaware they didn't think about it. They were tired. They were focused on something else. It slipped their minds. Or maybe they just didn't think that it was important they didn't care about it. So don't attribute any sort of negativity. Teoh What someone has done really walk into a situation and a conversation with an employee with unopened mind. Let them explain what they've done. Kind of going into that a bit more on handling problems is how you actually address it with staff member. So one of the big tricks that I have learned over the years is I don't let the employees know that I'm going to be meeting with, um, I spring it on them. I do this because it doesn't let them get super anxious about the conversation. So sometimes it might just be over a minor issue that I still feel that needs to be addressed. It might be something more serious, but the longer that they have to think about it, the more they're going to stress out about it, the more they're gonna be worried about it, I'd like to avoid that. It also stops them from coming up with sometimes lives. Or, you know, these elaborate excuses for why something didn't get done. I'm not giving them an opportunity to think too much about it prior to meeting with me. So the big things that you need to do when you're dressing up issue with the staff member is to outline what they've done. So really walk into it and know what you're gonna say and talk to them about exactly what they've done, how you see what they've done to, because a lot of times that's the miscommunication that is happening made clear what you expect from them in the future and the next steps moving forward. This is really key. So if they don't know what they need to be doing moving forward, you're still gonna have the same problem where you're gonna have a slightly different problem that you're gonna be dealing with with that same staff members. It's also really important to if they failed to improve, they fail toe work. On this issue, you've outlines the steps that they should have taken, so also don't accept excuses were blame. So I think I get a lot of this because I work with a lot of college students, a lot of younger students in high school where they don't want to take responsibility from what they've done. And I think this happens with all people as well. It's hard to take criticism. It's hard to admit that you've made a mistake. So one of the things that I don't accept, they don't listen to our excuses or blame. I only want to know that the person has heard me that they understand what I have said, that they're clear on the problem and they're also clear on what they're going to do in the future to have waited. So I also think that this helps to make the person feel less bad about the situation and to be really ready to move on into the future. because it's not about saying you're sorry. It's not about like Oh God, you know, we're like, Oh, no, it was Johnny's fault that this problem happened. No, no excuses, no blame. This is the situation. This is what I want to see happen. This is what you need to do in the future. This is what I expect. If it happens again, we'll talk about it again and make some different plans. So kind of having that full outline done. And then at the end, what I expect from the employee is acknowledgement they've acknowledged what I've said. What's going on? We're good to go. So and I think this makes it really not so negative and really about what they're going to do to improve it. Because if you make it to negative than people are worried about it or they're upset because they're like, ah, shouldn't be this big of a deal. Like, what's your problem? Um, it really puts it Maurin that positive tone. If it comes, um, again that I've had the same problem with employees. I'm gonna go through the same steps again, but I'm gonna put it all in writing, and I'm gonna have them saying it. So then that way, when it goes to the third step where it's a more serious offense where I'm looking at terminating that person, we can go over exactly what happened the previous time. We've talked about it in writing. Third Zap is like, Hey, you have this in writing. We talked about a plan I asked you to do X Y and see Onley X happened. You failed to keep on top of this and do y and Z like this is intolerable. You know, I'm sorry. I'm gonna have to let you go for this. And I think that makes that final. Hopefully you don't get to that point with any employees. But if you dio, it shouldn't be a surprise to the employees at all. If they should know well in advance that it's coming, and then that's gonna make that situation use your too, because you can say, like, Hey, you know, I really wanted to work with you on this, You know, I really wanted you to stay. You know, I really thought that you had, you know, great skills or you were great with customers. You know, you can talk about their positive attributes. What you thought that they brought to the team. But then you can also say like, but this is a serious offense. I can't let this slide, You know, I let you know that it was a problem has continued to happen. Like I'm sorry, but this is the way that things stand. So makes that final solution. If you have to get there a little bit easier, is too. So I hope this helps you a bit. And then we're getting up to our final video where we're gonna bring a lot of these pieces together so that you can have those materials to help you in hiring and managing your staff . 7. Thank You!: Thank you. And congratulations were completing this video. Siri's I can't wait to see your checklist that you've created. If you like this course, please share it with your friends and family and come back to see the new courses that I create. Thank you. And have a wonderful day.