APPENDIX D Quick Tips
Demonstrate your commitment to HeadMapping®
1.
The integrity of the system requires the use of the language and architecture of the HeadMapping ® system. a. Do not deviate from the names of the panels and divisions b. Do not change or alter the definitions
2.
When you pre-section be accurate, precise and clean a. To be repeatable, the sections should be created precisely the same each time b. Clean lines between the sections are essential c. Role model neatness and accuracy in your work d. Require your assistants to follow your examples of neatness and accuracy e. Set the standard for accuracy, precision and neatness in all training sessions
3.
If you begin to allow deviations in the language or definitions, you will not have a standard language.
4.
Using the language, architecture and pre-sectioning enables a consistent highlight for the guest each time.
5.
The architecture enables your creativity and artistry. It is not intended to limit your artistry or creativity in any way.
D - 2
© Copyright 2007 Salon Operating Systems, Inc. (S.O.S.). All rights reserved. 03.07
Head Honchos Implementation Tips
1.
This is hard work because it requires a shift in your culture.
2.
It is not easy to do, it will not happen overnight, and it will not result from one class.
3.
This cannot be a flavor of the month; you do not need hoopla; you need persistent implementation with rewards and recognition.
4.
It is most helpful to have consistency in people who believe it and want the change.
5.
Start with the new people because they will welcome the structure.
6.
Hold people accountable for adopting each element of HeadMapping ®
7.
As the owner/manager of the salon you need to role model the HeadMapping ® procedures for everyone in the salon.
8.
A good focus is on the environmental impact and not wasting color product. This is particularly true in salons that are aligned with Aveda.
9.
Chaos in “the kitchen” leads to chaos on the floor. A messy color mix area leads to a messy approach to hair color.
10.
Measurement is important – it will show that you are achieving results. Put systems in place so one can measure, be efficient and capture how this translates to the floor.
11.
Use doll heads and train, step by step, all of your staff.
12.
Think about when you moved to Aveda – individuals held onto Paul Mitchell, Goldwell…eventually Aveda permeated culture. Those who did not want to use Aveda left the salon.
13.
It is advisable not to have a designated person in the back bar. You achieve better results when everyone takes responsibility for mixing the correct amount of color.
14.
Another benefit is that by eliminating waste, you minimize how many times you run out of color inventory.
© Copyright 2007 Salon Operating Systems, Inc. (S.O.S.). All rights reserved. 03.07
D-3
Headmapping ® Service Opportunities
•
Never assume a guest has been taken care of
•
Always ask guest if they have been helped
•
Make sure a new guest recieves all the rituals
•
Always offer a team member help
•
Make decisions based on what is right for the guest
•
Never make a guest feel rushed
•
Be aware of negative body language
•
If you see a purse on floor place it on hook
•
Never ever allow a guest to leave dissatisfied
•
Never leave a guest dripping wet
•
Never engage n bad mouthing a competitor
•
Always fold cutting capes
•
Always sweep for each other
•
Always pair up for a color service
•
Always communicate when help is needed
D - 4
© Copyright 2007 Salon Operating Systems, Inc. (S.O.S.). All rights reserved. 03.07
Headmapping ® Measurable Results
The Business of Color Ensure measurement systems are in place for •
Revenue from color
•
Average revenue for color by client
•
Color costs and inventory levels
•
Productivity by service provider •
Services per day
•
Clients per day
•
Percentage booked
•
Scheduling effectiveness survey
•
Client satisfaction
Headmapping I Measure changes in: •
Color inventory
•
Color costs
•
Client satisfaction
•
Level of implementation by service provider
Headmapping II Measure changes in: •
Color inventory
•
Color costs
•
Client satisfaction
•
Level of implementation by service provider
•
Productivity by service provider
•
Color revenue
•
Color revenue by client
•
Pricing consistency
Headmapping III Measure changes in: •
Client satisfaction
•
Scheduling efficiency
•
Productivity by service provider
•
Pricing consistency
© Copyright 2007 Salon Operating Systems, Inc. (S.O.S.). All rights reserved. 03.07
D-5
Thoughts on Headmapping ® Implementation
Implementation is hard work. It is not something that occurs overnight or even in a couple of months. It is a several month process that will lead to attainment of the desired results. Effective implementation requires “fanatical implementation” and will result in consistent achievement of the benefits of HeadMapping ®. The key elements for implementation are: •
Allocation of resources
•
Focus
•
Communication
•
Perseverance
•
Training
•
Measurements
•
Role modeling
•
Reinforcement, recognition & reward, celebrations
•
Evaluation & mid course corrections
Allocation of resources •
Owner(s) time
•
Manager(s) and educator(s) time
•
In salon training
Focus •
How many initiatives can you work on at once
Communication •
About this week
•
The vision and expectations
•
The training in Santa Barbara
•
In salon training
•
Results
Perseverance - To break a habit takes 60 repetitions of the new way of doing something. •
Not a flavor of the month
•
Consistency
•
Many months
D - 6
© Copyright 2007 Salon Operating Systems, Inc. (S.O.S.). All rights reserved. 03.07
Thoughts on Headmapping ® Implementation
Training •
Head Honchos
•
Waste reduction (HeadMapping ® I)
•
In salon training
•
Productivity, pricing and revenue growth (HeadMapping ® II)
•
In salon training
•
Guest services
Measurements •
Financial
•
Implementation of each phase
•
Implementation by individual
•
Sharing results
Role modeling •
Who are the role models
Reinforcement •
Positive
•
Negative
Recognition & Reward •
Timely, specific
•
In a way that works for the individual
•
Does not have to be dollars
•
Celebrations
Evaluation & mid course corrections •
Regular evaluation
•
Learning
•
Mid course corrections
© Copyright 2007 Salon Operating Systems, Inc. (S.O.S.). All rights reserved. 03.07
D-7
Color Bar Tending
•
Keep all used colors in numerical order on rack
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Always select a used color off rack first
•
Always use color key to extract color
•
Never place pure tones with color tubes
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After using color make sure caps are firmly secured
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Recycle tube only when there is no color left
•
Keep developers in order
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Keep developer spouts clean
•
Always consolidate developers before recycling
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All used foil and packaging is put in recycling basket
•
Clean as you mix- keep area spotless
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Label all postmix colors
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Always use a postmix color before mixing new color
•
Never ever toss color away
•
Clean color bowls, brushes and applicators with hot water
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Keep all tail combs in sanitizer
•
Use measurement tablespoon for enlightner
•
Always have pre-cut foils in bin
•
Pre cut foils neatly
•
Refill bins with gloves
D - 8
© Copyright 2007 Salon Operating Systems, Inc. (S.O.S.). All rights reserved. 03.07
Brainstorming on Reward and Recognition
No or minimal cost ideas •
Hand written note
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Love roller ball when catching someone doing something right
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Little gifts
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American Express cash cards
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Coffee shop gift cards
•
Color service
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When their own formula is correctly entered in the computer, the
color product charge for their own hair is waived
•
Salon bucks
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Post-its printed with “good job”
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Traveling flowers
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Praise jar (“at a girls”)
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Praise in front of others
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Employee pizza party
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“Headmaster” recognitions – at their station, framed in the back
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Noticing that someone is doing something right
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Using a preprinted note “you were caught doing something right”
and making these notes available to all
•
Ride in Porsche
•
Recognition in employee or customer newsletter
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Take to lunch
Educational rewards •
Headmapping training in Santa Barbara
•
Paid educational events
Larger dollar awards •
Installing colorbiz
•
Ordering new color trays
•
Paid time off
•
Employee parking
•
Use company beach cabin or timeshare
•
Team outing
© Copyright 2007 Salon Operating Systems, Inc. (S.O.S.). All rights reserved. 03.07
D-9
Team Service Operating Principles
1.
2.
Education – interns and apprentices are competent at color before design. a.
Design – cut and style is more personalized, more like sculpture.
b.
Color – formulating color is creative. Application of color is easily defined because of S.O.S.
Pricing a.
Two levels for color: Walter, and everyone else
b.
3 levels for cut: spark, Walter Claudio Salon, Walter
c.
Spark is new artists. Range of cut and style prices is $25 to$45 in $5 increments for new artists. Blow dry is priced separately.
d.
Walter Claudio cut and style prices is for accomplished and mastery level service providers. Range for cut and style is $50 - $75 in $5 increments. Walter is higher. Blow dry is priced separately.
3.
An example of progression of an apprentice/intern a.
Step one: first two weeks: immersion in S.O.S. and Aveda culture and procedures. “The Walter Claudio Salon Spa Way” Classes on Tuesday and working the floor in the salon doing hand treatments, pre-scheduling, scalp treatments, cleansing massages.
b.
Step two: having demonstrated competencies, the assistant/intern is assigned to a service team for 4 months. Typically rotate to 3 teams if an apprentice. As a member of the service team they begin to apply some color and to do blow drys as they demonstrate capability. Service team leader has responsibility for training in technique, culture, personal interactions with guests, professionalism, etc.
c.
Step three: move from an assistant within a team to “floater”. Floaters are not yet cutting hair, they are doing color on own (at WCSS prices), doing up dos, supporting others in color services, doing blow drys. They also are encouraged to become educators in segments of headmappingtm to teach others in the salon.
d.
Service revenue generated by the assistant/intern while assigned to a team goes 100% to the team leader.
D - 10
© Copyright 2007 Salon Operating Systems, Inc. (S.O.S.). All rights reserved. 03.07
e.
Service revenue when they are a floater goes on their book, but no commission is paid. The apprentice/intern is paid hourly.
f.
Step four: Having demonstrated competency in design, they begin to book guests for cut and style. When certain minimums are met then commission is possible – depending on their revenues they will be paid the greater of commission or their hourly rate.
4.
Examples of the progression timeline a.
An intern from a good beauty school such as Aveda Institute or Paul Mitchell will spend their first three months on a service team, will begin to float in the fourth month and may move to booking guests in the 6th month for cut and style. Note that during this time they are paid hourly. When they are on the service team the commission is paid to the team leader; while they are floating the revenue is “house revenue”.
b.
An intern from a not so good beauty college will be on a service team for 6-8 months while they learn social skills and build their confidence. Then they may float for 4-6 months before they are competent to book cut and style. Note that during this time they are paid hourly. While they are on the service team, the commission is paid to the team leader; while they are floating the revenue is “house revenue”.
c.
An apprentice from the Apprenticeship Program has a longer progression, because they have no prior beauty school education. It may take them 4-6 weeks before they are pre-sectioning, then they progress to color application, ColorMix, etc. They will typically have 3 four month rotations on service teams before they are capable of floating.
5.
Benefits for team leaders a.
Additional productivity because the intern/apprentice increases their productivity
b.
Additional commissions because the intern/apprentice is able to perform many “up sells” such as in-between foils color balance.
c.
They help develop new talent for the salon
d.
Individual earnings are much higher with a team
e.
Minimizes burnout because of shared responsibility
© Copyright 2007 Salon Operating Systems, Inc. (S.O.S.). All rights reserved. 03.07
D - 11
Team Service Operating Principles
6.
Benefits for interns/apprentices a.
Mentoring and professional coaching
b.
Interactive client relations
c.
Time to build self confidence and develop professionally
d.
Financial safety net because the compensation plan is the greater of their hourly rate or commission as they start out
7.
Process for booking revenues – there are two processes involved – both salonbiz and an excel spreadsheet for payroll a.
Clients are booked with the service provider. If an up sell is made then the guest may be booked right then with the assistant/intern.
b.
If the service provider is running behind and the assistant/intern is capable, then a guest may have their blow dry with the assistant/intern.
c.
Clients can be booked with floaters for color, up dos and bow drys
d.
At check out, it is requested that the revenues of assistants/interns’ who are working on a team be transferred to the team leader.
e.
As a backup and double check, the revenues from salonbiz by service provider are transferred to an excel spreadsheet for calculating payroll. This ensures that the revenues are transferred either to the team leader or to the house account for those interns/assistants who receive hourly compensation.
D - 12
© Copyright 2007 Salon Operating Systems, Inc. (S.O.S.). All rights reserved. 03.07
Color Observation and Procedure Training
We understand that in most salons there is a disconnect between guest services that schedule color services and service providers that perform those services .When we schedule hair color services, do we understand the service procedures and step by step process needed for color services? Is there confusion on how all color services need to be scheduled? Do we truly understand the salon menu and can we truly schedule color services accurately day in and day out? Our training efforts may be focused on computer entry and phone scheduling practices and we may be efficient in answering phones and using our scheduling software. However, are there still too many mistakes in regards to hair color services? In order for guest services to schedule color services correctly, they must be trained in both the theory of HeadMapping ® and how it applies to scheduling. To better understand the color services, we should refer to the definitions guide of our itemized color services as a reference tool. This guide is much needed and very helpful in training guest services. However, reading the definitions guide is simply not enough for guest services to fully understand the coloring procedure and process. I truly believe that we must first understand the process in order to schedule the process! The missing link to this lies within the actual working floor of our salons. As part of training, new guest service employees must be exposed to the salon floor or color area by the color director or lead colorist where they can see, hear and understand how HeadMapping ® functions in the salon. This part of the training is crucial because it translates how color services are scheduled to how they are actually done on the floor. For instance, when a Full Panel Division AB with an Inbetween Foils ColorBalance Medium is being performed on the floor it gives us the opportunity to show the guest service trainee how to observe the service step by step. This type of training connects and integrates guest services into a deeper understanding on how color services are conducted. After observing various services through out the color area, the guest service trainee needs to be quizzed on HeadMapping ® and Itemized color services and procedures. The scheduling and timing of those color services now makes more sense. They now feel more confident scheduling color services because they now understand the process.
© Copyright 2007 Salon Operating Systems, Inc. (S.O.S.). All rights reserved. 03.07
D - 13
Training
Upsell
script:
The following is from the walter claudio salon spa guest services handbook
GUEST SERVICES: Would you like to enhance your highlights with more shine or richness to your overall color?
GUEST: Yes!
GUEST SERVICES: How long is your hair?
GUEST: Shoulder length.
GUEST SERVICES: Great! Along with your highlight service we will schedule you with an inbetween foils colorbalance medium.
D - 14
© Copyright 2007 Salon Operating Systems, Inc. (S.O.S.). All rights reserved. 03.07
Intern and Apprentice Training Programs
Description of the intern and apprentice training program at Walter Claudio Salon Spa.
Principles of these two programs: 1. The Apprenticeship program is a two year program under the State of California auspices. The basic theory is provided in bi-weekly, 8 hour classes given by the apprenticeship council. The technical skills are developed and learned in the salon. 2. The intern program is typically a one year program that is for recent graduates of a beauty school who have their license. 3. The interns and the apprentices work through the same program. However, the interns progress at a faster rate. 4. The education program at Walter Claudio has a set curriculum, but it does not run in a predetermined schedule as a school would. Each individual’s talent, skill and learning capabilities are assessed on an ongoing basis and the education is tailored to their needs. This allows an intern to move faster than an apprentice, and an intern from an excellent beauty school to potentially move faster than one from a good beauty school. 5. The educational format has two components: every Tuesday morning there are 3 hours of formal education, often taught by Walter, and sometimes taught by the salon manager or team leaders. The second component in on the job training which occurs in the team setting. Each apprentice or intern is assigned to a team that has a team leader who is very experienced and a more advanced intern or apprentice. 6. Subjects are taught in the education classes which include hands on training with doll heads, quizzes, written exams and oral presentations. 7. Color is taught before design and cutting because the application of color is easily defined while the cut and style is more like sculpture and takes longer to learn. 8. Aveda educators provide training on Aveda products and some of the technical training on color. 9. Interns and apprentices are immediately assigned to teams. They usually rotate every 4 months to a different team. At about the end of one year for the interns, and at about the end of two years for apprentices, the individual becomes a floater. Floaters are not cutting hair, but they are supporting anyone in the salon who needs assistance, doing up-dos, they are coloring hair, supporting color services and doing blow drys. 10. Team leaders are taught to be educators and leaders.
Š Copyright 2007 Salon Operating Systems, Inc. (S.O.S.). All rights reserved. 03.07
D - 15
11. An individual moves from floater to a “Spark” level service provider as they have a certain number of guests on their books. The “Spark” level has prices for cutting that are lower than the Walter Claudio Salon level. The color prices are the same at the Walter Claudio Salon. One first becomes a “Spark New Artist” and then, with demonstrated abilities, can move to a “Spark Accomplished”. 12. As an individual becomes more accomplished, and is approved by Walter, they can advance to the Walter Claudio Salon level cutting prices. 13. For compensation purposes interns and apprentices are paid on an hourly basis. Any revenues generated by them while they are assigned to a team, go to the team leader and are commissionable to the leader. Any revenues generated while they are floaters go to the salon until they qualify for commission. Qualification for commission is dependent on the intern or assistant meeting goals on number of bookings, retail sales, retention of guests, etc.
D - 16
© Copyright 2007 Salon Operating Systems, Inc. (S.O.S.). All rights reserved. 03.07
The curriculum is set forth below. Timing (approximate)
Formal Tuesday education
Education through the team
First week
1. Culture training 2. Team service roles 3. Service wheel training
1. Hand treatments 2. Pre-scheduling 3. Scalp treatments
Second week
1. S.O.S. architecture 2. S.O.S. language 3. Dexterity training
Re-enforcement of formal training and additional rituals from service wheel
Third week
Pre-sectioning
Pre-sectioning
Fourth – fifth weeks
Computer formula language
Write it down during consultations, copy it from appointment screen
Sixth – eighth weeks
Blow dry with round brush, flat brush etc.
Reinforcement of training to date including all of service wheel, beginning mixing color under direction of team leaders (service leaders formulate color)
Ninth to twelfth weeks
Foil placement, Aveda techniques Doing weaves over and over again in class for accuracy, speed and placement
May start blow drys under supervision of team leader. No foil placement work is done by interns and assistants until each individual’s competency is approved by Walter
Next few weeks
Style Mapping based on Headmapping architecture. A progression of techniques for a solid foundation in all phases of up styling.
Blow drys, color ColorMix, foil placement, rituals from the service wheel, guest consultations, rotate to next team, may be performing add on services.
Next several weeks Note the apprentice program does not start this until 2nd year. Interns start this within first year with a focus on areas where they are less competent
Haircuts using Vidal Sassoon Cutting curriculum
Continue as team members.
© Copyright 2007 Salon Operating Systems, Inc. (S.O.S.). All rights reserved. 03.07
D - 17
I. Support team provides formula from ColorBiz
Š Copyright 2007 Salon Operating Systems, Inc. (S.O.S.). All rights reserved. 03.07
V. Support team takes over service as necessary
IV. Team leader highlights while support team holds foils or works in tandem placing foils
III. Team leader mixes color while support team sets up color tray
II. Support team presections Guest team leader consults
6
Blowdry or Haircut & Style
SERVICE TEAM COLOR WHEEL
5
Finishing Tone
4
In-between Foils or Lowlights
T
T
GUEST
1
Retrieve Color Formula & Presection
T T
T
D - 18
3
Highlight
T
2
Color Mix Color Tray Setup