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Hiring Independent Contractors for cleaning

Posted By Dhruval Patel, Tuesday, April 4, 2017
Updated: Tuesday, April 4, 2017


I started my cleaning referral agency and I have the hardest time hiring independent contractors to start with my company. 


I post on Indeed and I get many applicants. I then text them to either fill out online application and other forms which did not go well as some try to fill it out and send incomplete application. I provide them clear direction on what to do with these online application. Some don't even respond to text.


I then tried texting these applicants to meet to discuss the position and fill out the forms in person. This is also not successfully as most cancel on me last minute or don't even respond.


Is anyone experienced this or experiencing this? It is so frustrating to deal with this unprofessional behavior. I can't start marketing to get clients because I am stuck with no staff. I have 2 staff ready but I need more. 


I feel that if you want to work then why not show that you want the job. 


I really need advise on what I should do to hire reliable independent contractors.




Tags:  employees  hiring  human resources  Interviewing 

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The 10 Commandments of Hiring & EMPLOYEE RETENTION

Posted By Erin L. Lasch CAE, Wednesday, November 16, 2016

by Mel Kleiman

Today more than ever the pool of job applicants is filled with bodies yearning for employment. They are the skilled and the unskilled. They are the talented and the less fortunate. They are the willing, able, and desperate. They are male and female; young, old, and middle aged, and of every color under the sun. They are honest, yet reserved. They are sometimes deceitful, yet loyal. They want work now, and they look unto you for their future lies in your hands.

I can lead you to these candidates, but you, the employer, must make the hiring decision. And decide wisely you must, for the wrong choice will condemn you to unnecessary struggles, burdens, misery, problems, and lawsuits. In other words, every bad hire will cost you a lot of money.

And so, I offer to you these 10 Commandments to guide you through the employment process. Heed these words carefully and hiring success you shall enjoy – now and forever more.


 Great companies are great employers who, in turn, hire great employees. If you are going to succeed, you cannot settle for run of the mill employees. Mediocre employees breed mediocrity, so make sure you recruit and select ONLY the best employees. If it means not hiring anyone, you are still better off than if you settle for a new employee who does not measure up to your highest standards.


 Applicants are generally better prepared for the hiring process than most employers. They receive coaching, practice and pat answers to standard interview questions. They know how to dress to impress and will mightily try to do just that. As an employer, you must find ways to get to truly know these applicants. There are only two sources of information about every job applicant – the applicant and the people who know the applicant. Skill, aptitude and attitude testing are good measures of an individual’s strengths and weaknesses. Also effective are the candidate’s references. Talk to these people to find out as much as you can about the prospect.


A detailed job description is essential to the hiring process. You need to know exactly what it is you expect of a candidate. This includes the responsibilities of the position and the skills, aptitudes, and, most importantly, the attitudes needed to be successful. Use the job description as only one measuring stick for evaluating talent. Do not hire anyone who does not live up to at least your minimum expectations.


Recruiting is an on-going process. You should recruit new employees in the same way you recruit new customers – consistently and proactively. Be conscious of the message delivered by everything an applicant sees, including ads, application forms, and facilities. Be mindful of the tools you are using to attract new employees and seek out creative alternatives to the “Help Wanted” sign or classified ads. (“Help Wanted” is not a good reason for anyone of any caliber to want to work for you.)


First and foremost, you want to recruit the best and then retain them. Your current employees and quality former employees are the best sources of great, new team members.. Fighting turnover is a sore spot for many owners and managers. When you identify a great employee, make sure you do everything possible to retain them. Remember, it is easier to keep an employee than to replace them. If you do lose a great employee, keep in contact with them for future rehire or referral of other candidates.


The job market is changing and you must change your perceptions and attitudes along with it. Don’t look only for the young or people who have always been in your business. The graying of the baby boomer population has resulted in more seniors staying in the job pool while rising unemployment and more trying economic times have created more highly skilled professionals seeking employment. These professionals understand the value of a job and will be more loyal, committed, focused and successful. In most cases, it pays far greater dividends to hire for who they are and not for what they know.


Do not limit your recruiting activities to only when there is a need. You should constantly be on the lookout for your next great team member. If someone gives you good customer service, is attentive, prompt and knowledgeable, ask them if they are interested in working for you. When you stop at the bank, go to the grocery store, or pay the kid down the street to mow your lawn – ask yourself, “Could this person succeed in my company?” You’ve already witnessed their work ethic; you owe it to yourself to at least ask.


First impressions are lasting. The extra care and time you spend making the new hire welcome and comfortable will be richly rewarded by the hiring gods. When your new hire returns home at the end of the first workday, a friend or family member will most certainly ask: “How’s the job?” The answer needs to be, “Fantastic. What a great company. I can’t wait to go back tomorrow.”


You shall be clear from the get go about values, mission, duties, and responsibilities. Your employees will know and understand why their jobs are important and exactly what’s expected of them so they can meet your standards and be stunningly successful.


Though it sounds simple, too often employers forget that employees represent more than a “one-time sale.” These “chosen ones” also represent the inner sphere of influence. They can raise the perceived value of your company or they can speak negatively and undermine your reputation. They are the reason customers come back as well as why new customers come to you. They can refer future team member candidates or they can scare prospects away. Do not burn any bridges.

If you follow these rules and remain focused, dedicated and committed to hiring the best, you will soon see that your organization become just that – THE BEST.


Certified Speaking Professional Mel Kleiman is an internationally recognized speaker, consultant and author on strategies for hiring and retaining the best hourly employees and their managers. He is the president of Humetrics, a leading developer of systems, training processes, and tools for recruiting, selecting, and retaining an hourly workforce. For more information, call (713) 771-4401, email or visit and

Tags:  etention  hiring 

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The ABC’s of Hire Tough, Manage Easy

Posted By Erin L. Lasch CAE, Monday, September 12, 2016

By Mel Kleiman


When you make it a practice to hire tough, everything else gets easier. "Hire tough" managers know exactly who they're looking for and refuse to lower their standards. They cover all the bases - from A to Z - and create a win/win situation for employee and employer alike.


Attitude. Hire for attitude, train for skills. The No. 1 reason customers don't come back is because of an attitude of indifference on the part of an employee.


Body Language. During interviews, pay attention to the applicant's posture, facial expressions, and eye, hand, and leg movements. If you focus only on taking notes, you'll miss more than 50 percent of what the applicant is communicating nonverbally.


Capacities. Define the mental (IQ) and physical (strength, stamina, dexterity and more) capacities needed to do the job. It's senseless to spend time with any applicant who can't meet these basic requirements.


Decision Making. Most interviewers make a hire/no hire decision within 30 seconds of meeting an applicant. This gut-instinct approach has proven to be less reliable than flipping a coin. Weigh all the information – pre-employment test results, interview results and reference checks - before dismissing or hiring any candidate.


Employees. A great source of new employees is all the good employees you already have. To get more good people just like them, start an employee referral award program.


Former Employees. Your best source of new employees is all the good people who used to work for you. Go ahead, call and ask if they want to come back - the grass doesn't always turn out to be greener. Even if they're not interested, ask them if they know of anyone else who might be.


Gut Feeling. If your gut says, "Don't hire this person," then, don't. If it says "Hire this person," doubt it and get objective verification through testing and reference checks.


Hire Tough. The most expensive person you'll ever hire is the one you have to fire. Hire tough systems are the best insurance against employee turnover, negligent hiring lawsuits, workers' compensation claims and management migraines.


Interview Tough. Prepare by reviewing all the information you've collected so far and plan the questions you'll ask. Tell applicants you expect them to be truthful. Don't interview with the application in front of you or you'll end up simply confirming information instead of finding out what you need to know.


Job. The most important job you have is hiring. If you put the right people in the right jobs, managing them is easy. As Red Auerbach said: "If you hire the wrong people, all the fancy management techniques in the world won't bail you out."


Knowledge. The more you know, the less you risk. There are only two sources of knowledge about a potential new hire - the applicant and the people who know the applicant. Check it all out thoroughly.


Listen. The most common mistake interviewers make is talking too much during the interview. How much can you learn while you're talking? Make sure the applicant is doing the talking at least 80 percent of the time.


Maintain Control. Stay in control of the interview by telling applicants up front what you're going to cover. Let them know they'll have an opportunity to ask questions after you've told them briefly about the job and the company and have asked your prepared questions.


Notes. Take notes, but never on the application. It's a legal document that you need to keep on file whether or not the applicant is hired.


Open-Mindedness. Be aware of your personal biases and don't rule out anyone because of them. You're looking for the best person to do the job – not the person you like best.


Personality. Like people, jobs and companies have personalities. Try to get a good fit between the applicant, manager, job, and company. While no applicant will match each of the other three, people with good attitudes will manage their personalities (do things they don't really like to do) to get the job done.


Quality. Never lower your standards. Once you've identified the capacities (mental and physical), attitudes, personality traits and skills necessary to do the job well, don't ever lower your standards. The No. 1 reason good people leave is because they get tired of working with hiring mistakes –– the people with poor attitudes or who aren't cooperative team players.


Recruiting. Just like marketing, recruiting is an ongoing activity. You have to recruit all the time. The very best time to recruit is when you don't need anyone.


Skills. If you have to hire for skills, make sure you get what you need by testing for them. Have the cook applicant prepare a meal, the driver parallel park, and the cashier make change.


Testing. Every step in your hiring process should be viewed as a test and each test should get progressively more difficult. It's the only way to screen in the best.


Upgrade. Every time you have to hire, it's an opportunity to improve the whole organization. Keep raising the bar.


Verify References. Always, always, always check references – even if you're hiring your neighbor's son. The only way to avoid negligent hiring lawsuits and bad hiring decisions is to verify the information the applicant gives you against every reference.


Who, What, Why, When and Where? You can't hit the target if you don't know what it looks like or where it is. Write a job analysis that answers these questions and you'll hit that target every time.


X-Out Unsuitable Applicants. Do a short phone screening before asking anyone to come in for testing or an interview. This limits your legal exposure and ensures they meet all your basic requirements (capacities, skills, hours they can work, reliable transportation and availability).


Yield. Go slow. Don't make an offer before you have all the facts. Always remember that what you see in the interview is better than anything you'll ever see again. If you're afraid you'll lose an applicant to a competing employer, make an offer contingent on the outcome of the drug test, physical exam, background and/or reference checks.


Zero-In. Identify the mental and physical capacities, the attitudes, personality traits, and skills you need. Zero-in on your target. Test for what's needed and interview only the best of the best.



Certified Speaking Professional Mel Kleiman is an internationally recognized speaker, consultant and author on strategies for hiring and retaining the best hourly employees and their managers. He is the president of Humetrics, a leading developer of systems, training processes, and tools for recruiting, selecting, and retaining an hourly workforce. For more information, call (713) 771-4401, email or visit and


Tags:  hiring 

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Three Ways to Help a Job Applicant Relax and Tell You More

Posted By Erin L. Lasch CAE, Wednesday, July 20, 2016

Most job applicants find interviews to be high stress situations and even people who are normally friendly and engaging can seem guarded and tentative because they’re afraid of saying the wrong thing. This is why it’s important to spend the first few minutes engaging in small talk (sports, the weather, the commute). Only comfortable applicants will give you all the information you need to make a good decision. Here’s some other pointers:


  1. Body language: Candidates will subconsciously be affected by and respond to your body language. When interacting with applicants, use body language that is open and accepting (lean in toward them, keep your arms and hands open).
  2. Find common interests: Look for ways that the interviewee and you are alike. You may have a school or city in common. You may have shared interests or experiences.
  3. Tell stories: About yourself and the company. Interesting stories will create a picture of your company as a great place to work and give the candidate insight into company’s culture. Besides being informative, it takes the pressure off for a while.



Certified Speaking Professional Mel Kleiman is an internationally recognized speaker, consultant and author on strategies for hiring and retaining the best hourly employees and their managers. He is the president of Humetrics, a leading developer of systems, training processes, and tools for recruiting, selecting, and retaining an hourly workforce. For more information, call (713) 771-4401, email or visit and


Tags:  Hiring  Interviewing 

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IICRC House Cleaning Technician Certification Class (Atlanta)


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