Relationships That Work - Keeping Staff

Service works when the relationship works

A house is a true home when the right relationship between the house owner and the staff is in place. It can be very difficult for owners to know what they want before they want it! Similarly it can be very uncomfortable directing others about ones personal needs. Entering into a service relationship with staff will not work unless there is mutual respect and trust. As with all relationships a service relationship will be very challenging at times and overwhelmingly rewarding at others.

How to establish positive service relationships:

1. ATTITUDE 1. The attitudes of the homeowners, their family and guests dictate the atmosphere and in turn the quality of the relationship with those providing service.  Receiving service in the 21st century is very different to the ways of the past. The outmoded master/servant relationship of years gone by is no longer effective or applicable in today’s more egalitarian society. It is often a mark of those houses who “cannot get good staff these days” and which have a constant turnover of personnel that the owner still strives to maintain old fashioned structures and approaches to staff that no longer work.

2. ATTITUDE 2. How the service delivery in any house is perceived is a direct reflection of the attitude and self image of the owner. These perceptions are strongly influenced by the ability to truly give and receive. The initial experience of those who live in the house is one of living in a fish bowl and finding service invasive. While this is a common feeling, it will be important to create some comfortable boundaries as opposed to expressing uncomfortable feelings to the staff. An employer, who feels inadequate or unsure about their right or desire to be served, will often demand service rather than requesting or taking time to teach their particular style. It is therefore very important for employers to understand the role they play in the receiving of service.  Clarifying expectations, showing kind respect and offering gracious appreciation will gain life-long loyalty for those who choose to serve.

3. ATTITUDE 3. Staff employees will often demonstrate an “I don’t clean windows” attitude when they feel that giving of themselves may be beneath them or if they feel put down in a service relationship. Unfortunately, these attitude issues usually have nothing to do with the other party, but with what constitutes the phrase “in the eyes of the beholder.” Self esteem is a crucial aspect to the character of service personnel. It is very important to know why one has chosen to work in service. Most mature service providers know that they have service hearts and that it is their chosen profession, however, it is important that everyone understands the historical influences surrounding the European and particularly the British servant approach to service. Adherence to out of date dealings with staff inevitably lead to tension and ultimate breakdown of the relationship. This usually means a change of staff with all the disruption and a loss of all the specific knowledge unique to the household.

4. STANDARDS. Other matters which must be addressed clearly in order to have a harmonious home include boundaries, an agreed code of behavior, appropriate dress/attire (supplied by employer) and personal presentation. Positive service attitudes can be sustained through consideration and application of these matters.

5. INVOLVEMENT. Many employers have the expectation that service staff are able to assimilate and deliver what they want after a quick brief. Would you turn your newly created small personal business venture over to another just because they have prior business knowledge? Each business is unique and so are homes. Most people genuinely think that homes are basically the same with only minor differences and that tasks such as cleaning, cooking, laundry and maintenance are universal. This is not the case. Age, upbringing, education, religion, cultural, ethnic and moral values all impact routines and expectations within a private home and make each home unique. There are as many different styles of homes as there are owners in the world, and there is a place and position for everyone. On-going communication and management are essential no matter how much prior training or experience a staff member may have. It is important that employers understand that the actual time someone needs to perform even the simplest duties is very different from when they personally perform the same task. Experiencing staff turnover and more than one person leaving because they are burned out, invites taking a closer look as to why. Much of a household’s disorganization, household gossip, mis-communication and lack of anticipation can be resolved by the owner making a personal investment of time and information to learn what it takes to perform the duties you expect within your home. Employers, who do not keep up with an understanding of their home and their needs, soon loose touch with what it takes to run their house. This lack of awareness can result in employers becoming overwhelmingly demanding and unrealistic with time and expectations, and this quickly destroys heartfelt service relationships.

6. SERVICE STRUCTURE. This is a system in which the service expectations are sorted, organized and carried out. It dictates whether the household runs in a re-active or a pro-active mode. A service structure provides for the staff the opportunity to have some control over their everyday lives and the ability to succeed in what they do. Without this structure, employees are forced to work within a “putting out fires” mode. Where structure has not been developed and where communication is not clear the household becomes abusive and negative. Having a consistent system builds accountability, creates great loyalty and promotes longevity.

7. RELATIONSHIP BUILDING.

• One of the few ways to initially set up appropriate service boundaries in relationships is to address everyone by their formal names – Mr., Mrs., Miss, Ms.
• Take extra time during the initial weeks of a new employee to communicate specific likes and dislikes that relate to his/her areas of duty. Examples might be: shower or bathe, tea tray set up, preference for cotton or wool, preferred flowers for arranging, favorite colours, etc. Doing this will enable staff to provide service in the house style.
• When giving a staff member a responsibility, be sure they are also given the authority to carry it out. When employers leave on a trip and a water pipe breaks authority to hire a plumber is important. If you have requested lamb for the evening meal and the quality appears poor to the cook she needs the authority to change the menu.
• Plan a regular time, place and agenda (weekly) to talk with principle staff and, when possible, to all staff. This communication time is essentially the active investment in setting up the style of home in which the owner wants to live. Management of staff does require personal and regular investment so that vision is communicated. Service providers serve people, not things.
• Also communicate with ‘To Do’ lists, a house journal, phone messages and Emails instead of quick verbal requests.
• Remember that most service personnel learn by repeating daily patterns and by hands-on experience which is why they require a household structure enabling them to be successful and to actually see the fruits of their efforts.
• Initially new staff should be asked to perform tasks that they are able to accomplish easily. To set new service personnel up to succeed, give the  relationship  time  to  become comfortable and the staff time to become knowledgeable about daily routine of the household.
• Provide quality and appropriate self contained separate quarters for live-in staff. Pay an appropriate salary for their level of responsibilities and the size of house. With these they are apt to stay longer, be more loyal and do a much better job and their value will soon exceed their salary!
• If a specific salary, time off, a particular benefit, or other condition have been agreed, abide by these agreements and confirm them in writing – a copy for the staff member and a copy for the house files. No employee should be required to work more than 50 hours per week on a regular basis.
• Ascertain whether a housekeeper and or houseman is needed to help with running the home, or whether a Household Manager to actually manage it is required.  Often in smaller homes, once a service structure is set up, a Household Manager is no longer needed.
• Do not mix different cultural styles. Placing different ethnic groups within the same household structure can result in cultural and language differences that may undermine the smooth running of the home.
• The staff represent the owners and their family to all who come in contact with the house. It is important that they fully understand the needs and confidentially of the home, how they should look, their attitudes and how they speak of the owners and the manner of addressing and treating others.  In addition they must be clear as to how they are to represent the owners in their absence to visitors and callers.
• Never forget to validate the service providers.
• Staff must not overlook appreciation of their employer.

 “For service to succeed, it must start ‘with a genuine relationship”

And remember we all need practice at receiving. It is so much easier to give.

Service Indoors offers a consultancy service based on a Site Visit - which includes an in-depth time with the owners, an overnight stay and time with principle staff. This is followed up with a comprehensive report which includes a staffing establishment and recommendations for running the home based on the wide range of  the individual house’s needs. For further information and fees contact us by Email. consult@serviceindoors.co.uk

© Service Indoors

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