Job Summary

Nails

ROLE
Your role is to relaunch the nail business at *** Spa, aiming to make it particularly attractive to professional London businesswomen, and helping to strengthen the business of the whole Spa. You are responsible for achieving clearly defined turnover and profit targets, but the objective is also to make our nail business a talking-point – a place where clients are delighted by the quality of our services and the special ambience you have helped to create.

QUALITIES
To do this job well, you need to be bursting with ideas and with the confidence, skills and sheer determination to make them happen. Although the designation is ‘manager’, you’ll need to spend a good deal of your time on the shop-floor, carrying out treatments and developing relationships with clients whose recommendations will help the business to grow. You’ll need to be active in the community too – online and in real-life – as we spread the word locally and then beyond.

IMPORTANCE
The job is important to the organization because our nail activities have fallen behind the rest of our business – and it’s a serious gap at a time when public interest and awareness of nail products is high. Instead of trailing, we believe that our nail business could help to lead us forward – with the relaunch and subsequent growth attracting new clients to ***, as well as allowing us to offer a complete package of services to existing clients.

RESPONSIBILITIES

  1. Create a comfortable, cost-effective working space in the existing room and within a fixed budget.
    • Within the existing nail-bar space, arrange at least 2 work-stations to allow for increased business later.
    • Arrange to replace technician seating to prevent back-pain and increase visibility.
    • Improve lighting on the nail-station so that that customers never complain about poor work when they see results in daylight.
  2. Train at least two other colleagues to do manicures and pedicures to the highest standards, working alone or in a pair-team.
    • Clients should never need to wait for nail service on account of only one technician on the premises.
    • After a two-therapist treatment, at least 50% of clients should request the same treatment again.
  3. Build the business’s reputation for charming and delighting clients while offering the highest quality nail services.
    • At least 50% of clients book a new appointment before leaving.
    • Customer complaints and requirement for re-treatments are less than 1 in 50.
    • Within 6 months, you’re getting at least 6 new referrals per month.
  4. Maintain stock levels of nail products so that popular items are always available but the business is never overstocked.
    • Arrange a monthly purchase cycle to ensure that best possible discounts and lowest delivery charges are achieved.
    • Research and develop relationships with suppliers so that the best discounts are obtained for the products/equipment you wish to buy.
    • At the weekly stock-check, you never hold more than 2 months projected stock requirement for any item.
  5. In the short term, arrange and manage the re-launch of the nail business through a series of events in early Autumn 2012.
    • Add 100 new clients to the mailing list by October.
    • Arrange for publication of at least 4 major feature articles in all local press.
    • At least 500 well-targeted social media followers by December 2012.
  6. Maintain the highest standards of hygiene – in a way that unobtrusively assures clients that they’re in good hands.
    • Receive no client complaints of poor hygiene.
    • Receive at least 3 positive client comments per month about the standard of hygiene.
  7. Consistently build the business’s turnover and profitability from nail services and products.
    • Within 6 months, turnover of £7000 per month.
    • Within 6 months, monthly net profit of minimum £2500.
    • Within 6 months, an average of at least 120 client visits per month.
  8. Market the nail business to existing customers.
    • Arrange 6 promotions per year, and ensure that any offers do not result in reduced overall turnover.
    • Develop one initiative per quarter to encourage existing customers to introduce friends to the business.
  9. Market the nail business to potential external customers.
    • Join at least 5 professional business groups and publicize your work at least once a month in each.
    • Arrange an event or a relationship that raises the profile of the business in the local community at least once a quarter.
  10. Plan and manage the budget for nail services.
    • Submit a budget plan for approval by the 21st of each quarter month.
    • Run the nail business successfully without overspending the approved budget.
    • Notify the salon manager immediately there’s any indication of potential budget overrun – before new money is spent.
  11. Ensure all nail salon equipment is regularly and professionally maintained, and service is never hampered by faulty equipment.
    • Clients have never been told that a standard treatment is unavailable because of faulty equipment.
    • You always have back-up equipment available in case of any faults or breakages.
  12. Research and recommend innovative new products and processes that will draw attention to the business, particularly in nails.
    • Submit to salon manager a costed quarterly report on any new innovations / products / equipment that might benefit the business.
    • Read at least 2 beauty trade journals monthly and be familiar with leading beauty bloggers.

PERSONAL QUALITIES

  1. Care for the workplace
  2. Meticulous in keeping the workplace clean and tidy. Makes a habit of keeping own area clean and hazard-free, and also assists and encourages others to do the same.
  3. Pride in work
  4. In all aspects of work, is not satisfied unless achieving the highest standards. Works relentlessly to improve skills and knowledge, and the quality of work output.
  5. Initiative
  6. A self-starter – someone who always finds out the right thing to do and gets on with the job. If a manager has given no guidance will still take appropriate action. If the required tools are unavailable, is able to improvise.
  7. Artistic skills
  8. Has outstanding artistic or craft skills, bringing creativity and originality to the task.
  9. Communication
  10. Always succeeds in explaining ideas clearly. Others find this person easy to understand. Also has the ability to listen carefully to what others are saying, to understand and then to respond appropriately. Conversations with this person are two-way.
  11. Personality
  12. A pleasant, outgoing personality who always gets on well with others. Someone who will always be noticed and popular in a group.
  13. Courtesy
  14. Polite, courteous, respectful and charming at all times and in all situations, without being obsequious. Unfailingly courteous even when dealing with a difficult person or situation.
  15. Discretion
  16. Understands the importance of confidentiality, and can always be trusted not to reveal confidential or private information to unauthorized parties.
  17. Flexibility
  18. Will always willingly and successfully try to do what is required, even if it means performing tasks that are not in the job description or if required to do extra work unexpectedly.
  19. Delegation
  20. Does not shirk duties, but always instigates and encourages load-sharing with other members of the team, resulting in strong group output. Consistently plans and monitors the work of team-members.
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NOTES

  1. Who wrote this A-Plan? Putting the words together – that was me. But the ideas all came from the person who was doing the job.
    When I’ve worked with people helping them to develop their own A-Plans, the reaction I often hear is “I’ve never thought about it like that … yes, if I did that, it would really make a difference.” The skill of an Achievement Manager is not to impose ideas but to listen carefully to the expert – the person who knows the job – and then use his/her own experience to get the employee to re-imagine the job. By the end there should be no doubt about the meaning of success or failure.
  2. The Job Summary comes first in the A-Plan – and our approach is always to include 3 short paragraphs: the main objectives; the key qualities required; and the importance of the job to the business. But usually we actually write it last, when we’ve agreed on the major responsibilities, tasks, personal qualities and hiring requirements (not shown here). By that time, we have a real ‘sense’ of the job, which makes the summary relatively easy to create.
  3. Can you see how easy it is now to set up reviews? All we need to do is turn the statements into questions. ‘Did customers ever complain about poor work when they see results in daylight? … Did clients ever need to wait for nail service because there was only one technician on the premises?’
    The answer is simply ‘Yes’ or ‘No’ – no fudging, no ‘Excellent, Good, Acceptable, Poor’. Employees can review their own performance, and should do so frequently. When it comes to manager appraisals, there should be no surprises.
  4. No fudging on review scoring, we say. No excuses. In our methodology, a failed objective is not (usually) a reason for blame but a call to action. If we didn’t succeed, why not? Did the employee lack the necessary skills or knowledge – is training or coaching required? Did a person or a process get in the way – what can we do about it? Was the target simply unachievable (or too easily achieved) – does the A-Plan need to be modified … but if so, are we still in line with the business objectives?
    Our methods introduce ongoing quality assurance to the management of people, constantly improving processes and performance, constantly raising the bar … and clearing it.
  5. The A-Plan deliberately limits the number of choices, to make sure we focus on priorities. 10 – 15 responsibilities, with not more than 3 measurable targets for each responsibility. Only 10 personal qualities.
  6. We call them Personal Qualities. You might call them ‘Competencies’. But we’re trying to use language that everyone understands. (That’s why we haven’t once mentioned KPIs too. If you know about them, you’ll understand; if you don’t, it doesn’t matter.)
    The 10 qualities are selected from a list of around 60 – not too many to confuse the employee, and again using non-specialist words.
    In the A-Plan, each Quality has a descriptor, describing ideal performance. In fact, there are five pre-set descriptors for each quality, describing different standard of performance and keeping the review process as objective as possible … more about our approach here.
  7. When you’re hiring, all you need to add is specific hiring requirements – qualifications, previous experience, etc – to the A-Plan, and you have an ideal candidate profile and interview scoresheet.
  8. Technology improves the methodology. Our forthcoming HYGWIT website guides you step by step through developing the A-Plan, and then sets up performance reviews, training needs analysis, succession planning, candidate selection, and interview scoring automatically. And it makes everything instantly available on a mobile phone as well as a computer … there’s no need for paper at all.