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"BIZ OWNER FEELS HOGTIED WHEN CLIENTS CALL SHOTS!"

Dear Kathryn:

I never thought that owning your own business would be so volcanic, but I now know differently. For twelve years I've been the owner of a small cleaning service, employing about ten people. I've got a very good staff, make sure they're bonded and thoroughly checked before I allow them to work in any of our client offices. I've just been dropped a bombshell. My biggest and best client is demanding I fire two of my most valued employees.

I have done work for this one man for ten years, providing daily cleaning services for three locations. The account means a lot to me as the income is substantial and reliable and he refers other clients to me.

Here's the problem: Two newer employees were assigned to his offices about six months ago. Last week the business owner I'll call Joe, called me hopping mad. He said that routinely expensive items had been disappearing from a few of the offices that these two had been cleaning and the items began disappearing precisely at that time. I've never had one complaint about them so I was shocked. In addition, they are not the type of people to steal. Their work history and religious personal life and good ethics have me wondering if my client is somehow blaming my employees when he might have an internal problem.

I addressed Joe's accusation with both employees, giving them an opportunity to respond. They both were flabbergasted at first-- shocked to say the least-both immediately denying the accusation. They became very angry when I told them they'd be reassigned as their current assignment keeps them on a convenient bus line. In addition, I don't have enough other cleaning jobs to keep them both working forty hours. I told my customer Joe that I would immediately replace the workers cleaning his buildings. He said that I am not showing my commitment to my customers by continuing to employ workers that steal. He said if I was going to insist on employing robbers, he would have to send his business elsewhere.

In my opinion, I don't have proof for firing them and would feel badly about it. Secondly, why should I allow Joe to dictate who I employ when I've indicated that I would keep these employees away from Joe's businesses? Do I have to report this accusation to my bonding company? These two employees may very well decide to quit as I don't have enough work for them. I also can't afford to lose his business but I feel like I've become his employee with him telling me what to do! If I did decide to fire those two people, what would I use as a reason for termination? I need to make a decision quickly as Joe is ready to pull his business!

RHONDA P., Glastonbury, CT

Dear Rhonda:

Well, you sure are in a tough spot. Those that have not owned their own businesses many times have romantic notions about "entrepreneurship" and think steering your own ship is the ultimate. Obviously, there are a lot of rough waters when you own a company and you're experiencing just one of the many rogue waves of a business owner's ocean. When you own your own business it's not that you don't report to anyone--it's just that you have many different bosses (your clients). If one aggravates you enough, you can sometimes drop that "boss/client" and deal with another more compatible one.

In response to your specific issues-It's strictly your business decision as to whether you opt to retain the two employees in order to retain the Joe's business. Distasteful as it is, you have to evaluate whether you can replace Joes' business quickly enough and stay in business without his accounts and referrals.

If you decide to terminate the two employees you can indicate on their unemployment slip "customer complaint". You aren't accusing them of theft and this reason for termination will still allow them to collect unemployment. As to your question about retaining them and whether notification to your bonding company is required, that depends on how your bonding contract is written. If it requires to you to report any "allegation" regarding employees, then you'll need to report it, stating it is an unproven one. While you and I may be aggravated that your client is trying to dictate who you employ, his position most likely is that he wants only vendor employees that can be considered trustworthy at his businesses. He can employ any number of cleaning services and will, should he feel you're not meeting his criteria.

Good luck with this situation-I can appreciate the support you have for the two employees and your concern about revenues.

Dear Kathryn:

I've been asked by my vice-president to do two things I abhor. The first is to accommodate flex time requests for my department staff. Not knowing who is here when, and who's leaving at what time, is a major disruption. Lunch hours start at 11:00 am for the employees that start work at 7:00 am and they continue until 3:00 for the folks that arrive at 9 or 9:30! I think it's a barrier to a smooth and efficient operation. I spend too much time figuring out just when to hold meetings!

The second stupid thing my VP wants to put into action is a mentor program. I don't get enough done in the ten hours I spend here as it is and he wants me to dedicate five hours weekly to mentoring a lower level person. I can see the value of it if I had little else to do but don't expect great profit and loss results when I'm babysitting a junior employee. What do you think?

SAM D., Rocky Hill, CT

Dear Sam:

I appreciate you gripes, however, we all have to deal with requests that don't necessarily fit with our own agendas.

First, every recent survey shows that the number one request employees have and respond positively to is the ability to have flex time. While inconvenient for businesses to run as efficiently as they would like and need to, flex time gives the employee an ability to meet family needs. Employees feel they've some control over their lives, as they've such limited personal time as it is. While there's no disagreement from me that it's a pain, you can deal with it. I suggest mandating two days where three hours of the day, everyone is in. Having a few days where 9:30 to 12:30 has everyone in and working, (encourage the early birds to grab a snack to keep from fainting) and you'll be able to do some definitive meeting, planning, etc.

As for the mentoring program-it is an employee motivator, a cheap way to give training by a senior person who knows what they're doing. Try the mentor thing and set some clear guidelines in the first meeting with your "mentees." Tell them the sessions you'll spend with them will be valuable for both of you. You will come prepared with a goal for that session and the next, and they should have goals they wish to fulfill. The mentoring time should not to be used as gripe sessions to complain about their boss but should be planned and fruitful. While five hours a week away from your work may not be your greatest desire, you might be surprised with the rewarding process of mentoring and I guarantee, you will walk away from the experience knowing something you don't know now.

Whether it's flex time or mentoring, the workplace constantly changes and if you don't change with it, you will be the one left behind.