Just about every business owner has most likely complained about the difficulty in locating and keeping good employees. Yet, one way or another successful companies do locate sufficient competent employees to function and succeed.

As with all elements of a thriving company, finding, training, and keeping good staff involves a systems and procedures manual. Consistent actions lead to consistent results, and this applies to hiring workers as much as every other operation of the company.

The initial step in finding a good employee is to identify the kind of individual you desire to employ. That is, before you can find a good worker, you should first recognize what constitutes a good worker. You should identify what you demand, for your benefit as well as the employee’s.

A few of the types of questions that you must consider are:

What abilties, experience, or education is necessary for the job?
Are these discretionary or required?
Are there specific character traits that you require?

Job descriptions are a key element of defining your desires. The job description identifies the responsibilities, wages, and required skills for each job. A job description provides you a standard for measuring prospective staff, and provides employees a unambiguous understanding of the owner’s desires.

The second step is to attract applicants who will satisfy your criteria. This is accomplished by creating advertisements that highlight the traits you prefer. By having a job description, you will be able to recognize the kind of person who will meet the position’s requirements. An advertisement that states “now hiring” will attract virtually everyone looking for a job; an advertisement that states “now hiring ambitious individuals” will draw a another kind of prospect.

The third step is use a process that will allow you to recognize prospects who satisfy your standards, along with those who do not. Again, a documented job description helps in this practice. In simple terms, the interviewing procedure calls for measuring the individual against the standard-your job description.

An effective technique to accomplish this is to test the applicant. Many small business owners utilize a formal examination to determine abilties and knowledge, but less formal testing can perhaps be more revealing. As an example, if showing up on time is crucial for the job, you can instruct the individual to arrive for an interview at a precise time.

Interviewing employees should not be a casual activity. If you have determined the talents and traits you are looking for in an employee, your interview should be aimed at determining whether the applicant possesses those skills and traits. You must possess a process for interviewing prospective employees in place before you run an employment ad.

An effective technique for interviewing is to ask open-ended questions. The point of the interview is to learn about the applicant, and this can be achieved by permitting him to have a discussion about himself, his experience, and his desires. Questions such as:

Could you describe the perfect boss?
Could you tell me about your favorite job?
How would you handle this dilemma?

These types of inquiries allow you to identify if the applicant is a good match for your company. The most highly competent prospect may not be the best worker if he has a temperament that will disrupt morale. Discovering this fact before you hire him can help you prevent an costly mistake, and developing systems and procedures for your employment process makes those discoveries easier.

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If two painting projects are the same, a painter should always be able to execute a particular assignment in about the identical quantity of time. If the estimator knows how long it takes his worker to execute each assignment, the process of estimating paint jobs simply involves counting or measuring each one of these tasks. (The same standard holds true for every contracting trade.)

However, every project will not be precisely identical. Different degrees of preparation will be required, different application techniques will be used, access or masking conditions will vary. However the standard is identical- recognize each step required for the job, know how long each step takes, and determine the amount of each step is required for a specific job. The same can be done with the further factors that might influence real production rates. To illustrate, you can find out how much more time a shutter requires when it is on the second story rather than the first story. You can find out how much more time is required to prepare a door with 15% of the paint coming loose.

Knowing how how painters and crews execute is a critical component of estimating paint jobs. An estimator should identify what sort of performance to expect from his employees, just as a coach should be aware of what type of execution to presume from his team. In the context of a contracting company, execution is crucial to making a profit. This does not mean that a company’s personnel ought to be the fastest, simply that the contractor know their real production rates.

(This doesn’t mean that you ought to accept any rate. If, for instance, it takes a painter 2 hours to prep and paint a door that others do in 20 minutes, you are just going to price your company out of the job.)

In its easiest form, an estimated price is the sum of labor costs, material costs, overhead, and profit. Profit and overhead can vary extensively among contractors, and are not the subject of this article. Material expenses are determined by the surface area to be painted, the painting method, and the application rate of the paint. For instance, if a gallon of flat latex will cover 350 square feet, the amount of material needed can be determined by dividing the surface area by this application rate. This same approach can be used to determine labor expenses.

However, labor costs include considerably more factors than paint costs. The assignment being carried out, the skills of the worker, the equipment being used, etc.- each one influences the hours or minutes required to perform a particular task. These factors should be grouped in terms of essentials, that is, you should only take into account those factors that have any significant impact on the labor or paint requisite. For example, the maker of the ladder you use has no influence on the time required to set up and use that ladder, and consequently, that is not a factor that you should take into account.

By identifying and quantifying every one of these tasks, the method of how to bid paint jobs is reduced to a straightforward mathematical formulation. The heart and soul of this method is the production rate, i.e., the time required to perform a particular task. The accuracy of the production rate determines the accuracy of the bid.

Concrete production rates can be calculated by measuring or counting each assignment and then recording the time required to carry out that task. By doing this for every task carried out, the estimator has historical data that can be used to project future performance.

A specific production rate for normal circumstances (such as an hour to paint a French door) is given to every sort of work. The sum quantity for every assignment on a job is multiplied by the production rate to establish the time necessary for every task. The total time for every task are then multiplied by the desired labor rate to obtain the labor costs for that assignment. Material expenses are then added to get the final price. By implementing this method of estimating paint jobs, the bidding process requires little more than determining the quantity of units for each task.

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An operations manual may serve several purposes within your company. It offers a ready-made instruction manual for new employees. It offers a reference resource for current workers. It establishes duties and clarifies expectations. More notably, it offers written directions for each of the processes required to run your business successfully.

The basic purpose of the operations manual is to document those systems that have proven effective in the past. By utilizing history experience you may more successfully be in command of future outcomes. There is no need to reinvent the wheel each occasion a procedure must be carried out, or a problem must be tackled. By writing the most effective method to execute the process, the action steps are accessible to any worker, at any time the job must be carried out.

The operations manual allows you to start to delegate responsibilities and tasks. Workers will know what you expect, and how you desire them to work. It allows you to make understandable to workers what you expect, in regard to action and consequences. You may then delegate without the worry that they won’t as you desire. Your preference is the company way. You remove yourself from being the main reason for the company’s success-the policy or procedure is the cause. If the process is properly executed, the effect is basically the same as if you had in fact completed the task yourself.

This is also a tremendous advantage to staff. They no longer need to guess what you want. The operations manual clearly identifies those desires, in terms of outcomes and the concrete actions necessary to achieve those outcomes. Indeed, ambiguous expectations are one of the chief complaints regarding the owners of small businesses from their personnel. If you desire personnel to attain certain consequences, you should inform them-they cannot read your mind.

Clients also profit from more consistent service. An worker may be unclear how to deliver excellence client service, or his ideas on the issue may be inconsistent with the owner’s. In each situation, the client could ultimately suffer. By identifying the specific steps required, quality customer service is less of an individual issue, and becomes embedded in the system.

When you have a desire concerning any task inside your business, you ought to write down how you desire that assignment to be completed. This will benefit you, your employees, and your customers. Everyone wins when this occurs.

A well-documented operations manual makes expectations unmistakable to the worker and to the owner. Much of the process of developing a manual entails clarifying your expectations. Identifying the steps necessary and accurately communicating those steps requires clarity-ambiguous or unclear wording will result in uncertainty. And frequently the process of putting standard operating procedures on paper can assist you to recognize steps that you execute routinely devoid of any cognizant thought.

Finally, your instruction manual will add worth to your business. It will make the business less reliant on the owner. As a consequence, the business becomes a viable unit independent of the owner. A business that can function devoid of the direct, daily direction of the owner is a valuable entity.

Regardless of your ultimate purpose for your business, an operations manual will help the company run smoother in the short term. Assigning tasks and instruction become simpler, daily operations are more dependable, and the quality of client service is superior. The end effect is less “fires” and hassles for the owner. Instead of being a prisoner to your business, you are able to really enjoy owning your business.

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Each business proprietor will experience problems, no matter how thoroughly he plans. Every business owner will experience undesired results, despite the most exact the execution. Every business owner will go through frustrations, no matter how diligent his efforts. These frustrations and challenges are bottlenecks. They create limitations in the operation of your company.

A bottleneck is identified as something that restricts or prevents you from accomplishing your goals. Generally, bottlenecks manifest themselves in two ways.

Anytime you go through undesired outcomes, a bottleneck is present. An unwanted result might be as simple as not attaining what you wanted or desired, or it may indicate the development of a difficulty. In either instance, the outcome is not what you wanted. Examples include client dissatisfaction, poor quality work, a job that goes over budget, and not enough prospects.

Another sign of a bottleneck is frustration. This may occur even when you don’t experience an undesired outcome. For instance, inadequate preparation may result in a supply shortage that necessitates an emergency trip to get further supplies. You might still obtain the desired outcome–a pleased customer and moneymaking project–but the shortage produces a frustration.

Most bottlenecks have one of two fundamental reasons: an absence of policies and procedures, or the correct procedure was not used. Whenever you face a bottleneck, it should become a priority to work out a process to eradicate it.

Every bottleneck you experience in your company can be removed with procedures. Consistent actions will generate consistent outcomes. The same applies to creating processes–you must work on them regularly.

It is unreasonable to expect to fix each bottleneck at one time. Additionally, you should not be expecting to wholly eradicate every particular bottleneck. You should definitely attempt to do so, but you should also have realistic standards. However, by eliminating or reducing bottlenecks, both in terms of numbers and in terms of extent/ magnitude, you can significantly perfect your company.

Start by focusing on those bottlenecks that create the greatest frustration, obstacles, or disruption. By doing so you should free up time, reduce tension, and enhance your operations. Organize your procedures in a ring binder, and this will grow to be your operations manual.

The aim of systems is to reduce the quantity and effect of these obstacles, frustrations, and undesired results. By creating and implementing policies and procedures you can attain better consistency in the consequences you experience, and significantly diminish tension and annoyance.

Your policies and procedures should pinpoint the most proficient method for attaining the desired consequences. Put another way, if you want an worker to carry out a job a particular way, detail the actions required. This turns into your process for that task. If the system is followed the results will be consistent and predictable.

Dependable results necessitate consistent actions. When you identify and document the actions that will attain your preferred results, success will become simply a matter of executing those actions.

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One of the most difficult–yet economically vital–elements of bidding a paint job is the reality that we have to decide the labor and resources required to complete a particular project before we perform the job. We have to determine what our expenses will be before we ever purchase a single can of paint. Improperly estimating can price us out of the job, or worse, show the way to a money-losing venture. How might we get over such challenges when pricing paint projects?

Countless painting contractors rely on the “eye-ball” method. Such a method calls for looking at the project and attaching a number to it, such as the quantity of days or simply a price. The “eye-ball” process relies entirely on the familiarity and personal appraisal of the estimator. The appraisal of one individual might vary considerably from the appraisal of a different person. This may or may not be precise. More notably, when it isn’t accurate, the contractor has virtually no way of determining where he went amiss in bidding the paint job. What’s more, this system works whether you are a seasoned professional or you are just beginning a painting business.

Given that the work cost is calculated on the basis of a personal evaluation, there is no accurate system for identifying the cause when a project goes above budget. Many of these situations develop into a squabbling contest, as the painters blame the estimator and the estimator blames the painters. Both sides base their argument on their own belief, and neither has much ground to stand on. The crew will contend that they weren’t given an adequate amount of time, and the contractor will contend that the painters simply didn’t labor efficiently. That’s not a particularly enjoyable situation to put yourself and your crew in. Nobody benefits once such a dispute takes place

A measurement based process addresses all of these obstacles. A measurement based technique can provide an objective manner for bidding tasks, allows for for the identification and correction of errors, and can easily be taught to others. In brief, a measurement based technique significantly decreases and/ or eliminates personal judgment from the process of estimating a paint job.

A measurement based system is founded on the premise that if it calls for 45 minutes to prep and paint a door at Mr. Smith’s, it should take a similar amount of time to prep and paint a similar door at Mr. Black’s. In other words, if we recognize the time it requires to prepare and paint a particular type of door, every time we observe such a door we realize how much time to allocate. Guessing and prejudice is detached from the bidding process.

A measurement based system entails 3 crucial aspects: the amount of the task, the time required to perform a unit of that task (the production rate), and the level of complexity (access, hard cut in, extra preparation, etc.). We can assign a precise amount to all of these, and in doing so, give ourselves with an easy technique for regularly calculating precise estimates.

Each of these factors can be assigned a number. We can ascertain how long it requires to paint a 6-panel door or prep the walls in a 12′ by 12′ room. We can determine the impact of particular obstacles or other access issues. In the process, we eliminate guessing from the estimating process.

It goes without saying, each job will not be exactly the same. Different degrees of prep may be required, different application methods may be used, access or masking conditions may be different. However the principle remains exactly the same- ascertain each step involved in the job, recognize how long each step requires, and ascertain the amount of each task is required for a specific job.

In its simplest form, the bid price is the sum of labor expenses, material expenses, overhead, and profit. Profit and overhead can fluctuate extensively amongst companies, and are beyond the theme of this piece.

Paint expenses are a result of the substrate to be prepared and painted, the application technique, and the application rate of the paint. As an example, if a gallon of flat latex will cover 350 square feet, the quantity of paint required is calculated by dividing the surface area by this spread rate. This identical approach may be used to establish labor expenses.

For experienced estimators this estimating process is a crucial step in systematizing their company. For individuals who would like to start a painting business it will have you progressing in the proper direction from the beginning.

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