Protect the futures of your business and employees - implement effective induction processes

All of us remember a first day on the job - the customary handshakes, polite smiles and prolonged office walk-throughs. What many of us probably don’t realise, however, is the profound impact that an employer’s induction program can have on an employee’s tenure within an organisation.

Despite sometimes being undervalued by employers, effective induction remains the first pivotal step in communicating an organisation’s expectations, procedures and policies to new staff members. At the same time it provides a great opportunity to open communication flows, promote your workplace culture and settle employees into their positions, surroundings and the business itself.
Though induction programs may require the investment of time and resources, there is no doubt that employers often receive significant long-term benefits as a result of these processes.  In comparison, ineffective or absent induction processes can contribute to low employee morale, high staff turnover, re-recruitment costs and overall resource wastage.
Many people you come across will note that their best induction experiences began with meaningful interactions with people at senior leadership levels. It is no trade secret that employees feel valued and prioritised when leaders take the time to acknowledge and welcome them. Such acknowledgements do not necessarily have to involve lengthy introductions - they can simply entail a warm welcome and a general insight into hopes for a new colleague’s professional development.

It is also important to note that as an employer you have a mandatory duty of care to ensure that all employees have a safe working environment. As such, all induction processes should clearly communicate health and safety threats and procedures (including fire exits and emergency evacuations) as well as how to use any relevant protective equipment.

Also, bear in mind that you may need to continue to provide proper training and supervision until new staff members are familiar with safety procedures. Try not  to make assumptions as to the familiarity of employees with such procedures, and remember that reasonable workplace adjustments may be need to be made to accommodate the needs of new employees that suffer from disabilities or communication barriers.

At the end of the day effective induction programs are in the best interests of both your business and your employees.

What are your clients thinking?

The various aspects of the real estate market can be complex for many people to navigate, particularly for those who are considering a purchase for the first time or who have not been in the marketplace for an extended period. 

Naturally, many of these people will turn to a trusted real estate agency for advice surrounding their questions and concerns.  It is therefore important for you, as the owner and/or manager of a CENTURY 21 Real Estate franchise to ensure your office addresses such queries effectively and helpfully. 

In order for the management of real estate franchises to be able to respond to concerns the public may have or simply provide helpful information on general areas, it is firstly important to identify some of the common topics that individual clients across the board would like to know more about.  This could include queries about the impact of movements in interest rates, what dwelling price data might indicate, or how demographic information such as predicted population growth may affect a suburb. 

There are a number of simple ways to determine such topics of interest, such as:

·         speaking to your staff on a regular basis about the questions they are commonly asked by clients;

·         looking for a common thread in the queries or comments your office receives through social media platforms such as Facebook and Twitter;

·         considering issues (of relevance to real estate) that arise in the media and appear to be a source of confusion for your clients; and

·         considering feedback received from clients who contact your office directly by phone or email. 

Once you have an idea of the topics that your clients are thinking about and would like further information regarding, as manager/owner you can then work with your team to formulate some key messages to ensure that your office can offer clear, informed responses to your clients.  As well as assisting your clients with their concerns, this will also reinforce to the public that your office and agents are expert, clear professionals. 

Each office will have tried and true measures of delivering their messages and answers to clients and the public.  This might be through simple, direct face to face/phone/email contact between agents and clients, through a company newsletter, through various social media mechanisms such as a blog or Facebook post or even by issuing a media release where appropriate. 

By ensuring that your office is well aware of the thinking of your clients regarding real estate related matters and has an understanding of their questions and concerns, you as a manager/owner can ensure that these questions are addressed efficiently and effectively – reinforcing your agency’s expertise and reputation as being clear and informed.

The family owned franchise – making it work

For business owners, working with family can be a highly rewarding venture.  Not only do you already know these people well and understand their strengths and weaknesses, you also get to share in your successes with loved ones. 

However, as many will know (and perhaps have experienced), there is the potential for issues to arise when running a company with family members, particularly as it becomes harder to keep your family and professional lives separate.  Circumstances such as poor market conditions or stressful financial situations can see emotions run high and relationships damaged (sometimes irreparably) as well as awkward circumstances come about with non-family members of staff.

It is therefore important for business owners, including those of real estate franchises, to remain aware of the potential risks that can arise when working with family members as well as the ways that these can be managed – in order to ensure the success of their franchise operations. 

Acknowledge the situation from the outset
Before purchasing a franchise with the intention of working with family members, real estate principals should talk through the situation with the relations who are to be involved.  This discussion should see responsibilities clearly delegated with salaries and remuneration specified – reducing the probability of confusion and upset down the track.
 
Don’t take work home
When working with family members there is certainly the temptation to simply carry on work-related conversations and debates after you leave the office.  Try to avoid this where possible – not only does it limit the interests you are able to enjoy outside of work, it also has the potential to alienate family members who are not involved in your business. 

Avoid bringing family issues to work
While working with loved ones might be highly enjoyable for you as the owner of a franchise, you also need to consider the working environment that you are creating for unrelated members of staff.  Being caught up in family squabbles or non-work related issues will not be enjoyable for your other members of staff, and you risk losing good quality agents if you bring such family issues to work.  In addition, too many public displays of affection can serve to make your staff uncomfortable and should be avoided. 

Despite the potential for issues to arise when working with family, there is no doubt that family owned and run organisations can be highly successful and rewarding ventures.  By acknowledging and taking steps to avoid the problems that have the potential to occur, franchise owners will better position themselves to achieve success while working prosperously with loved ones.