How To Train New Portable Restroom Operators

What can portable restroom operators do to increase the odds of finding and keeping good help? Start by keeping in mind that employment is a two-way street.
How To Train New Portable Restroom Operators
When training new operators, use a mentoring rather than disciplinary approach when problems arise.

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Training new hires can be time consuming and resource prohibitive. It’s effort well spent when everything works out, but it’s a frustrating loss if the employee leaves soon after, either because they quit or you have to let them go. 

What can portable restroom operators do to increase the odds of finding and keeping good help? Start by keeping in mind that employment is a two-way street. Both parties have certain needs they’re trying to get met and they’re both sizing each other up. 

What are you looking for? Boiling it down to its essence, you want people who are honest and can follow instructions. With these qualities you know they will work hard, show up every day, be on time, and can be trusted to work alone. Reference checks can be helpful but don’t discount your gut instincts. Or if you’re not good at sizing up people maybe someone else on your team is. 

What are they looking for? This type of job will appeal to people who enjoy working outside and moving around ­— people who don’t want to sit in a cubicle all day or flip burgers. But let’s face it, it’s not the most glamorous job around. And there’s also a good chance you won’t be able to pay the highest rates in town. So there has to be something else to draw people in. Benefits ­— medical, 401(k), sick leave, vacation pay — help if you can afford them. 

But it’s often the intangibles that make the most difference — and those don’t cost you anything. In general, people want more out of their job than just a paycheck. Treat them fairly and with respect. Give them as much responsibility as they can handle. Make them feel part of the team. Have company celebrations and social get-togethers. Acknowledge their efforts. Conduct staff meetings to air concerns (on both sides). Use a mentoring rather than disciplinary approach when problems arise. 

Good employees start with good employers. If current staff members like working for you, word will get out. And your employees may become your best recruiters. 

Spell it out. Sometimes companies fail to tell interviewees exactly what the job entails. But most business owners have found that the more they divulge in the interview the better — the good, the bad, the ugly. You may scare off a few but better to lose them sooner than later. 

Trial period. Resumes and references only go so far. Many companies have a probationary period to see their prospective employees in action before making a final decision. This also helps the employee determine if this is the job for them. And keep in mind that everyone learns differently and at a different pace.

There’s always going to be some turnover, but it can be minimized. Creating a supportive work environment goes a long way. It’s not whether they like the work, it’s whether they like working for you. 



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