SHOW, DON’T TELL—WITH VIDEO
No. of employees: 65 (plus more than 225 franchisees)
Business: A housecleaning franchise
The Tech Touch
A year ago, Maid Pro’s HR team decided to create onboarding videos that teach franchisees throughout the U.S. and
Canada everything they need to know about the company.
“We wanted to capitalize on digital technology and capture people’s attention,” says Kay Lynch, vice president of
In many respects, MaidPro sees itself as a technology
company, since it offers its
franchisees Maid Pro’s robust
property management software, a cloud-based system
that lets them manage customer interactions, including
scheduling, billing, employee
routing, payroll, invoicing,
marketing and other tasks.
Video onboarding reinforces the high-tech approach.
“We’ve tried to capture our
entire community,” Lynch
says. “You can tell people
about your company, but
it’s more powerful when you
can show them visually what
the company does.” New fran-
chisees also attend a one-week
training seminar at the compa-
ny’s Boston headquarters.
The videos focus on culture,
community and commitment.
“They’re fun and lighthearted,” Lynch says. For example, one video shows Chief Operating Officer Christopher
Chapman making a bowl of his famous guacamole for the
office. Another showcases Maid Pro’s “Adventure Trip” to
Tortola in the British Virgin Islands, where headquarters
employees and franchisees gathered last year to share ideas,
socialize and enjoy the beach.
Yet another highlights MaidPro’s 2016 rodeo-themed convention in Colorado Springs.
Support from the
Maid Pro’s HR leaders couldn’t
have reshaped onboarding without support from the executive
team, Lynch notes. “At our company, the attitude is, ‘If you want
to try something new, go ahead
and do it,’ and that’s what we
did,” she says. Video is a key component of onboarding at MaidPro.
THE MOTLEY FOOL:
RED CARPET READY ON DAY ONE
Location: Alexandria, Va.
No. of employees: 305
Business: Financial services and advisory firm
Before Day One
Prior to coming aboard, new hires are asked to complete
questionnaires about their favorite color, snacks,
music, sports team and other interests. The company then uses that information to “deck out” each
employee’s desk with items they love, says Cheryl
Palting, Motley’s director of first impressions. “We
want people to feel welcome right away,” she says.
New hires start on Fridays, and each person receives
a “First Day Survival Kit” with Uno cards, Silly Putty
and a Nerf gun. Day one is focused squarely on culture. It
begins with an unconventional office tour (“Want to know
why there’s a hole in that wall?”) and concludes with a team
party with food, drinks and games. The company also gives
new employees $100 per person to celebrate their new job over
the weekend. (The business calls it the “Treat Yo’self” fund.)
On the following Monday, new hires take part in a scavenger hunt that pushes them outside their comfort zones. For
example, “you have to take a selfie with
[an employee] who has been here for over
10 years,” Palting says. New employees
also get paired with a “Fool Buddy,” a seasoned employee who helps them get acclimated to the culture.
The company also gives each new employee
$1,000 to open a brokerage account. “We