I hired someone back in April as a laborer at a relatively low starting wage. After about 6 weeks I raised him $.25/hr because he had progressed from VERY slow and lacking confidence to sufficient for a newer window cleaner. I feel he had progressed to competent in the functional areas of the actual work and reasonable in speed (not spectacular). So I want to raise him to where I feel a decent beginner should be at and make it known that it’s for this reason and not because it’s just due him. In other words, I need suggestions as to how I communicate this.
I should have all these things well entrenched in my business, but have done a lot of things by the seat of my pants.
Thank you.
I’d tell him he past the probationary period & at least a buck raise for his forward progression in the field.
If you like his performance after 6 weeks, he’s a good keeper.
Great thread. Can’t wait to hear some other responses.
Im currently creating a employee performance/progress sheet… ill do evaluations every 6 months… speed, quality, attitude, etc… google it theres sample sheets as well as the search bar here at wcr
its like video game characters isn’t it? some are better at some things than others and it will never change, but i suppose that’s a hiring deal
if one wants to check performance/production I suggest evaluating with an 8 hour equivalent rolling style (last 12 months, last qtr, last mo, last week) that really gives everyone the best picture and avoids the “but what about that one day i made a million dollars in an hour” never ending swan song
among other things i find notable are:
intiative
problem solving - on the job, figuring out a job (engineer), fixing equip, improvising
preemptive skills - working to preempt problems or just going headlong into stuff and dumping it in your lap to fix when it could have been so easily pre-empted with some basic forethought?
customer interaction - smoothing things out, helping to resolve requests
communication - with you as owner too
skill level - tools, equip that one is proficient at. type of jobs one is proficient at
knowledge level - like the testing question i asked. can they explain to the customer why the water stains are or are not responding and what further steps could be taken and why?
inter personal relationships - getting along with coworkers or are they prima donnas?
following direction - not always saying I forgot, oh thats right, etc etc, doing what you tell them the first time and ‘remembering’ it
what else?
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That’s good stuff
Yes it is. Thanks and keep it coming, please.
I have my guys write out good and bad. Always the good first. We keep it handy and pull it out from time to time. Some people want to be told every time exactly what to do and this is my newest guy. Good worker he just needs to be told every time what needs to be done. Kinda tough but Im meeting him at his needs.
OH yeah 1.00 per raise. I would never do .25
Just curious why you say that. I generally don’t do .25 either. Usually it’s .50-1.00.
Set expectations that you can live with for the rest of eternity so you don’t change your policies every time you have a bad day which will frustrate him. Also he will know what you want from him in the long run its a win win. Just keep your word and write it all down. Give him copy and keep a copy on file and use this as your company credo/policy or both. Set expectations, set expectations, set expectations.
I generally do 50¢ raises. Doing $1 raises, you either don’t give raises often enough, or max out their pay too quickly.
.25 or.50 doesnt seems like enough. I start the kinda low because most people dont make it past 90 day and I feel like Ive wasted money on them.
Do you think most people don’t make it past 90 days with your company BECAUSE of your lower starting pay, or do you think it’s more of a problem with your hiring process? I’ve only had 2 employees, but the first one was with me for 11 months, and the second one has been with me now for 8 months and we’ve discussed plans for the next 3 years together so far. I don’t know who said it first and/or made it popular, but I sincerely believe “Hire slow, fire quickly”. Of course this means (as mentioned above) expectations need to be set and clearly defined.
I started @ 8 bucks an hr in 2001 w/ a big high-rise company. I busted my ass, learned quick & made a buck raise every month till I hit 18 an hr. Then every year another dollar raise till I hit 25 an hr. Not saying I would do this. But evaluations should be at least every 3 months. If they do well all around, they deserve to max out quick. If they deserve a buck raise, give it to them. I start guys at 10 an hr. A buck an hr raise every three months is well worth the forward progress. If they deserve no raise…show em the door. All in a respectful manner of course.
Well stated!
forgot:
Attendance
the best worker is worthless if he barely shows up
if he hardly ever misses a day, that should be rewarded too
