I have sold 0800handyman to The Zockoll Group

Reason for recent lack of blogging is that I have been frantically pulling together vast quantities of detailed paperwork to support the sale of my controlling stake in 0800handyman to the Zockoll Group. This sale is now complete, and I am now delighted to report that, after nearly seven years, I am handing over the reigns to new owners.

The Zockoll Group, and Jim Zockoll in particular, is (are?) responsible for establishing the only national brand in the domestic maintenance sector, Dyno Rod (now owned by British Gas, but founded by Jim Zockoll in the 60s). They have been a minority shareholder in 0800handyman since 2002, and now own a majority of the business. They are joined by one of our franchisees, Paul Geoghegan, who is now a director and shareholder of 0800handyman Ltd.

When I founded 0800handyman, or RedJacks as it was then, there were two businesses that I had ambitions to emulate. Kwik-Fit was one, and Dyno-Rod was the other. Both have succeeded in building strong, national brands, in sectors which have historically been plagued by poor service. That is exactly what I have been working towards with 0800handyman. We aren't there yet (we certainly don't have a national brand), but are a long way along the line. If you searched for "handyman" on the internet in 2001 you would not have found much at all. Now you will find dozens of companies all (I like to think) trying to emulate what 0800handyman is doing.

The existing team will continue, of course, and I would like to thank all of them publicly for giving me the opportunity to work with such a diverse and stimulating group of people.

I am looking forward to observing the progress of 0800handyman from a distance, and I sincerely hope that, in 10 years time, 0800handyman will have done for home maintenance what Kwik-Fit did for car maintenance and what Dyno-Rod did for drain clearance.

I have some ideas for new ventures, I'll start a fresh blog for those when there is something concrete to report. I'm sure you won't need to hunt too hard to find me.

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Need any odd-jobs doing? Check out 0800handyman.

Should I have discounted this bill?

Just come off the phone after a very difficult conversation with a customer who is convinced we were overcharging her.

We attended her rental property back in August and carried out a list of jobs for her (she was not present).

She has a clear recollection that our man, Morgan, called her at 2.30 in the afternoon and said he estimated he had another 30mins to go. So she thought he finished at about 3pm. Morgan's jobsheet records he finished at 4.55pm, two hours later than that.

She is convinced Morgan made a mistake on his jobsheet. We are convinced he left at 4.55. We think this, because:

(a) that is what he wrote on his jobsheet
(b) he remembers calling the customer mid-afternoon, but does not think he said he would be finished in half-an-hour
(c) he didn't do any other jobs that afternoon: if he really did finish at 3pm for sure we would have sent him on to another job
(d) he recalls being there till pretty much the end of the day

On the other hand, it is hard to understand why the customer can have such a clear recollection of this conversation about finishing in half-an-hour if that conversation didn't take place. My best guess is that conversation did take place, but Morgan just underestimated what else there was to do, or later on noticed some other tasks on the list, or whatever.

(Note that the customer does not think Morgan was fiddling his hours, she just thinks he made a mistake)

The situation is not helped by the fact that this all took place in August - the customer says she discussed all these issues a while back with someone else in our office, but whoever that was didn't note down the details of the conversation and / or didn't act on it, which is a bit of a cock-up, to be honest. Had we dealt with this whole issue a week after it happened I suspect it would have all been a lot easier.

Anyway, as I did in a similar situation which I posted about here, I stuck to my guns and insisted that we charge for the time which we firmly believed we spent there.

We had already discounted this bill for other reasons: (1) we had originally charged her 30mins for a visit which had to be aborted because the tenants would not let us do the work at the appointed time, we agreed to waive this charge; (2) she felt that because we had had the benefit of seeing the work during the original aborted visit we should have come with all materials ready for the second successful visit and not spent time fetching them during the second visit (we always charge for time taken to fetch materials, but we agreed to waive an hour of the second visit again as a goodwill gesture) (3) we bought a tin of paint which was the wrong colour (no argument there, we shouldn't have ever charged for that).

So, we had already discounted 1.5hrs off this bill, but the customer wanted another 2hrs off. I declined to offer this.

I am sure the customer will pay the revised bill, but she is convinced she has been hard done by and will no doubt be relating this tale to her friends. If you are that customer, and are reading this, please feel free to post your version of events as a comment and I will publish it.

Retail maintenance

Further to earlier post about office maintenance, worth mentioning that we also do plenty of maintenance in shops.

Similar types of jobs, to those we do in offices, things like:

- Fixing shelves and other shop fittings
- Fixing lighting in the shop
- Small plumbing jobs like dripping taps, WC flushes, etc.
- Fixing doors and windows that don't close properly
- Touching up paintwork and so forth

Here are some examples of shops that use our handyman service for their day to day maintenance:

- Reiss
- Nike
- The BBC Shop
- Unwins (until they went bust)
- Rigby & Peller
- Benjy's
- Subway
- Ocean
- Nelson's Homeopathic Pharmacy

and many more shops and retail outlets.

Plus restaurants like

- Bombay Bicycle Club
- Tootsie's
- Gourmet Burger Kitchen
- Square Pie Company
- The Real Greek

So if you run a shop or other retail outlet and need maintenance from our handymen, give us a call on 0800 426396.


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Need any odd-jobs doing? Visit www.0800handyman.co.uk

Office maintenance

We do lots of office maintenance, especially in central London (City / West End), but we'd love to do more. It's pretty much impossible to bid on "office maintenance" on Google Adwords because that keyword is dominated by cleaning companies. Quite why dozens of cleaning companies are hankering to sell cleaning contracts to people who really want office maintenance (cleaning is hardly maintenance), I don't know, but it means that the cost of bidding on that keyword is very high.

So, I'm going to blog about office maintenance instead. We already occupy the #2 spot in the natural search results on Google for "office maintenance", I'll see if this post gets in there too.

Here are some of the sorts of things we do when it comes to maintenance in offices:

- Putting up shelves
- Putting up noticeboards
- Fixing minor plumbing issues (leaking taps, WCs that don't flush, etc.)
- Changing lightbulbs
- Fixing flourescent lights (replacing flourescent tubes, starters, ballasts as needed)
- Replacing lights
- Assembling / disassembling furniture
- Touching up damaged paintwork

You get the idea. So if your office needs any of those kinds of oddjobs doing, give us a call on 0800 426 396 or visit www.0800handyman.co.uk.

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Need any oddjobs doing? Visit www.0800handyman.co.uk

What's happening at DeWalt? Problems with DC935KSF XRP 14.4V cordless drill

We have had some real problems with DeWalt drills lately. We have for a long time preferred the DeWalt DC984K2 XRP 14.4V, but this has recently been superceded by the DC935KSF. We must have owned well over 20 of the old DC984K2s, and we can only recall two ever developing a fault.

These are serious bits of kit, costing £250 a pop from Screwfix, and get heavy use from our handymen, so we are pretty fussy about them working properly.

But of the four new DC935KSF models that we have bought, two have developed faults that have required them to be sent back: in one the chuck would not lock closed and kept releasing the bit; with another the chuck just wasn't centered properly, so the bit would wander around.

Plus, the slowest speed you can run the drill at is too fast to be able to grip the chuck with your hand to make it lock onto the bit (any regular user of drills will know what I am talking about: rather than screw the chuck in by hand to grip the bit, you just hold the chuck still and gently use the drill's power to close the jaws onto the bit). If you try and hold the chuck it just whizzes out of your grip. You have to turn the chuck manually, which makes changing bits a chore.

And none of our handymen like them - the older model just feels to be better quality (although DeWalt insist the replacement is a huge improvement, saying that the chuck, motor and battery are all of higher quality than the old one).

We won't be buying any more of this model of DeWalt. Screwfix have kindly agreed to swap our dodgy DeWalts for the Makita Lithium-Ion BHP440SFE 14.4V even though the Makita costs a bit more, which is very nice of them. This Makita might be a little lightweight for our use, if so then we will probably upgrade to the Makita BHP441SFE Lithium-Ion 14.4V

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Need any odd-jobs doing? Visit www.0800handyman.co.uk

Changing a light fitting / wiring a light

Changing a light fitting is the sort of job that a novice DIYer would expect to be very easy, but it actually often isn't. The novice DIYer might expect to see three wires - live, neutral and earth. But most of the time they will see a whole lot more wires than that.

With most light fittings, the ceiling rose doubles as a junction box, so you have one cable coming into the rose from the previous light in the circuit; then a cable going down to the switch and back; and then a third cable running off to the next light fitting.

We always ask handyman candidates to describe the wiring they would expect to see inside a ceiling rose - if they answer correctly straightaway, that gives us a pretty good idea that they understand how lighting circuits, and domestic electrical circuits in general are set up.

There is a good picture here of how a typical light fitting is wired.

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Need any odd jobs doing? Visit www.0800handyman.co.uk.

Renewing old grouting in tiled bathrooms / showers

We are often asked to "regrout" a shower cubicle or around a bath, because the grout has got old and nasty-looking. Customers often confuse grout with silicone sealant. Replacing the silicone sealant (rubbery substance around the edge of the shower tray or bath) is straightforward (especially now all our handymen are familiar with Stan's perfected technique). Replacing grout (the rock-hard substance filling the gaps between the tiles) is not straightforward at all. In fact, you may as well not even attempt it - the grout is usually harder than the tiles, so any attempt to scrape out the old grout will inevitably result in a lot of damage to the tiles.

You'd usually be better off getting a tiler to re-tile from scratch.

Sometimes, if there is just a small area of grout that has deteriorated, you can scrape out the loose bits and apply fresh grout. But even this isn't ideal, because the new grout will look much, well, newer than the old grout in the rest of the tiles.

However, we now have a new solution: steam-cleaning the entire area, which we have found is astonishingly effective. It is time-consuming (takes about a day to do properly), but makes the tiles and grout as good as new. Plus, if there are any areas where the grout has deteriorated and crumbled, it can be replaced without the new grout looking out of place.

Even a full day's labour (plus a small charge for hire of the steam cleaner) is a lot less than having the whole area re-tiled.

The first customer we did this for was so impressed, they asked us to come back once a month (!) to keep their bathroom in pristine appearance.

If you'd also like tired tiles to look as good as new, give us a call on 0800 426 396, or e-mail fixit@0800handyman.co.uk

Top tip when applying for a job ...

... read the job advert properly.

We are currently looking for more London handymen, and have an ad running in Gumtree (here). The ad specifically asks people to go to our website and complete the application form they will find there. It specifically says not to simply use the form on Gumtree to send in a CV.

At least 50% of the respondants simply send in their CV, it is just unbelievable. I suppose they are just not even reading the ad, it is a bit annoying.

SafeContractor - the final instalment

Firstly, apologies for recent lack of blogging. My father died unexpectedly a couple of weeks ago. I am now back in action, and with plenty to blog about.

We finally said goodbye to SafeContractor in August. They were still trying to get us to use an overly wordy, repetitive and therefore ineffective Health and Safety Policy document. Plus a whole load of other issues, very similar to those we first came up against when this whole fuss started. The H&S policy was just the first thing on their list, and when we failed to persuade them that ours was much better (being clear, concise, not repetitive, and still covering all the key points) I decided enough was enough and we simply wouldn't ever convince them that their materials are (in our opinion) less safe than our own.

Here, if you are interested, is their super-long Health & Safety Policy sample. And here is our version (in draft form - the one we actually issue to staff is much prettier).

Despite being far, far longer, I really don't think there is anything substantive in theirs which is not in ours. Or at least, nothing sufficiently important to warrant the inevitable loss of clarity that would result from extending the length of the document.

Plus their sample is horribly let down by what I can only assume is a drafting error in the very first two clauses (which are almost identical).

Here is the letter I wrote to SafeContractor informing them of our decision to withdraw from their accreditation programme (copied into the HSE):

John Kinge
National Britannia Group Ltd
Britannia House
Caerphilly Business Park
Caerphilly
CF83 3GG


Dear John,

Thank you for your e-mail of 1st August.

We do very much appreciate the work that you and your colleagues have put into reviewing our SafeContractor accreditation. It is a credit to your organisation that you have paid so much attention to our very detailed concerns.

Nevertheless, we cannot escape the fact that we have very different views on managing health and safety. We think that long, repetitious documents with redundant information are dangerous as they are not read properly, the really important information gets lost amongst less important information, and they give the reader the impression (whether justified or not) of being part of a bureaucratic box-ticking exercise.

In our discussions you have indicated that you agree with these principles (of keeping documents concise, readable, relevant etc.). But, in practice, you give far less weight to these principles than we do, to the extent that those principles are completely overshadowed by the competing principle of including as much information as possible, even if it is of minimal importance, or repetitive.

I think that the first two clauses of your sample H&S Policy template are very telling:

“1.1 The Company acknowledges and accepts its legal responsibilities for securing the health, safety and welfare of all its employees, of subcontractors working on its behalf and all others affected by their activities.”

“1.2 The Company recognises and accepts the general duties imposed upon the company as an employer under the Health and Safety at Work Act and subsequent health and safety regulations appertaining to it’s [sic] operation.”

Clause 1.2 says nothing substantive that clause 1.1 does not say. While you might see this redundancy as a trivial drafting error, I think that the fact that such obvious repetition has found its way into the very first section of your sample template says a lot about the (lack of) importance given to producing a concise, readable, effective document. Clearly no-one has read through this document, thinking “Can we make this shorter and clearer? Can we make the key messages more prominent?” etc. No document (whether relating to health and safety or not) would be produced by our organisation without that sort of attention to detail. To you, attention to detail seems to mean “have we covered everything?” To us, attention to detail means “is this document as effective as possible?”

I should emphasise again that we are not rejecting your approach because we want to reduce paperwork, or that we see paperwork per se as burdensome. We are rejecting it because we think it is less safe. We firmly believe that our health and safety documents help foster a safer working environment than we would have if we followed your approach. We therefore no longer wish to seek renewal of our SafeContractor accreditation.

We will continue to work independently to further improve our materials and processes, including taking into account Jim Neilson’s and Steve Pointer’s comments about more formally documenting the process we have gone through to produce the employee-facing material that we use.

Thank you again for the time and effort you have put into this.


Yours sincerely,




Bruce Greig
Managing Director

Valuing money vs service gestures

I often harp on to our handymen about the importance of billing accurately. We bill in half-hour intervals, so if a job has taken one hour and fifteen minutes, that's billed as 1.5hrs. The customer expects that, it is generous compared to most firms who bill in full hour increments (so 1hr15 would be billed as 2hrs), and crucially you don't really get any brownie points from the customer if you under-bill. At least not enough brownie points to justify the massive dent in your day's revenue if, say, you rounded DOWN three jobs in the day. That'd be 1.5hrs of billable time which you've lost out on, and the customer, really, will hardly have noticed. Customers notice small, important SERVICE gestures, but don't really notice PRICE gestures (e.g. returning to a customer and spending 10mins showing them again how the new combination lock on the door works without charging would be hugely, hugely valued by the customer. But rounding down the original 1hr10min bill to 1hr would be hardly noticed, customer would just think it was a standard policy, wouldn't really register that you'd just surrendered 33% of the entire bill).

I saw this first hand today. As a customer.

We had to drop our Ford Focus off at the local dealer to get a new front window fitted (friendly policewoman had to break into the car on Wednesday to rescue baby Lara after Robyn (wife) had somehow managed to lock both key and baby in the car. No huge drama, but did obviously result in broken window).

I also asked the dealer to programme a new key as we only have one (hence having to break into car in the first place.)

I picked up the car this evening and noticed that they had charged us a lot less for the window than they had quoted. I even managed to draw attention to this, as I thought they might charge more: they had originally quoted something like £180, I asked them to match Autoglass's price of £157, which they said they would do, so I was keen to check that they had charged £157. They hadn't, they'd charged £103! I quickly moved on to check that the new key worked OK.

So, at this point, I knew (and dealer knew I knew) that I had already saved over £50 on what I expected to pay.

I checked the keys and found that the zapper on the old key no longer worked, only the new one did. Dealer offered the perfectly reasonable explanation that, actually, the old key had never worked 100%: the unlock button was mechanically defunct, which meant they couldn't get it to transmit its full range of signals, so couldn't programme a new key to match it. They'd just reprogrammed the car and the new key to match, leaving the old key fine as a key, but no good as a zapper.

This is a completely satisfactory explanation. I now had what I needed: a perfectly functional zapper key for everyday use, and a spare key to use to if we ever lost the first key.

You'd think, given that they had just given me £50 (by, for whatever reason, underbilling for that amount), that I'd be happy with that. But I wasn't. I was expecting to have 1 fully-functional zapper key (the new one) and one 50% functional zapper key (my old one). And I was mildly irritated not to have that.

The dealer was great, offering to replace the zapper bit of the old key, offering to come and collect the car from our house (as I had pointed out it wasn't that easy to bring car back, involves taxi or 2-car / 2-person trip), etc.

I was perfectly polite about the whole thing, and quickly realised I was fussing over nothing, but it struck me later how much I had fussed over the trivial matter of the zapper, compared to how little I had appreciated the free £50 I had just got.

Had, for example, the dealer never underbilled by £50, but instead had produced, immediately, a third key free of charge (value about £30), I would have been ecstatic and raving about them even though I would have actually been £20 poorer than I am under the £50-lower-bill / half-a-zapper scenario. To be honest, they could have produced a £20 bottle of Chablis, or bouquet of flowers, or whatever, and I would have valued that much more highly than the £50 off the bill.

We aren't that rational when it comes to things like this. We, as customers, value gestures and service far more highly than we do cash, which is odd, but extremely interesting.

Publishing customer complaints

I posted a while back about the idea of publishing customer complaints, to show everyone that (a) sometimes things go wrong and (b) how we deal with those situations. This post is my first shot at doing that.

I'm not going to identify the customer, nor publish verbatim their complaint (because I don't think it is fair to do that without their permission) but I am going to summarise the situation, and publish our side of the correspondance:

The customer had a list of short jobs to do. She phoned up and we estimated that her list would take 3hrs (£140+VAT) to complete, and booked in one of our handymen.

As with many customers, she was happy to let us in first thing in the morning and then leave our handyman to it while she went to work.

Our chap turned up in the morning and it was clear that there was much more to do than the list of items we had noted down during her phone call, and that it would take much longer than our estimated 3 hrs to do. We don't know exactly what conversation took place, certainly our standard practice is to say something like "looks like I'll need about x hours for all this, is that OK?". Whatever exact conversation took place, our handyman was left with the clear impression that the customer was happy for him to do everything on the list, and wasn't too fussed about how long it all took.

It took seven hours in the end, plus £80 of materials, a total of £380+VAT.

The customer later complained that she thought it very unfair that we had originally estimated 3hrs and it took 7 hrs. We explained that her list was longer and more involved than it had sounded on the phone, and that our handyman had been led to believe that she wanted the work done, even if it took a long time. There was also an issue about us leaving a mess, which arose because our handyman (mistakenly) thought her vacuum cleaner was in a locked cupboard and not available. We conceded that it would have been helpful to have called her during the day to double-check that she was OK with the amount of time the work was taking. Here is what we actually wrote.

After a bit of to-ing and fro-ing the customer requested a detailed breakdown of exactly how much time was spent on which tasks. It can be very time-consuming to prepare that sort of thing, and inevitably you leave off something which you didn't think was important but the customer does, or whatever. So instead we suggested the handyman return to her property and spend a few minutes showing her exactly what he did, and how long he spent doing it (much easier, and quicker, to do face-to-face, than in writing.) We suggested that by email here, and by letter, and then again by e-mail.

She declined this offer, and continued to insist on a written account. I'm not sure why, perhaps she didn't want to take another hour or so off work in the morning, or perhaps she worried about an awkward confrontation with the handyman.

After some deliberation, we decided that our bill (which by now we had discounted to £360 to try and secure payment) was completely fair and that we had done more than we reasonably needed to "justify" the total. We advised the customer that she needed to pay or we would treat it as we do any other unpaid bill (i.e. eventually file a claim in court), by e-mail here. She paid in the end, after receiving a formal final demand threatening legal action.

This customer is almost certainly dissatisfied. Should we have just written off the loss (which would have been £180, as she was offering to pay £200+VAT vs actual bill of £380+VAT)? is that £180 loss worth it to keep that customer happy? My view is no: by that stage customer would probably not have been happy even if we had written off the entire bill. She felt she was being ripped off, and if she has got that impression of us in her head, it is unlikely we are going to be able to change it.

But most importantly is what is the "right" thing to do? Did the circumstances merit writing off a large chunk of the bill? I don't think so.

It is also not very fair on the handyman who has worked hard for a full day, only to be told that (effectively) we don't think his work is worth charging for. He still gets paid, obviously, but it is a little demoralising for him to hear that, after he has worked hard to solve the customers problems and fix lots of things in her house we have decided not to charge much for that.

Throughout this dispute, we were aware that the customer worked for a (quality national) newspaper (she hadn't mentioned this, but it was obvious from her e-mail address), creating an even bigger temptation just to cave in and waive the bill entirely. But it would not have been right to give a customer special treatment in this sort of situation, just because we fear she might write about it (or tell a colleague who writes about it). We have to decide based purely on our understanding of the facts. Did we do 7 hours of work? Yes. Did we explicitly say that we expected the bill to be nearly £400? Probably not, and if we did say that, we obviously didn't communicate that effectively to the customer (unless she was simply pretending to be surprised at the size of the bill, but that's unlikely). So could we have managed her expectations better? Definitely. But should she reasonably have expected that the bill could have reached £400, after he initial conversation with Robin on the morning of his visit? Yes. We charge by the half-hour, and anyone should reasonably know that a rough estimate given over the phone is gonig to be just that: a very rough estimate.

These situations are very, very rare: we could get all corporate about it and give everyone in the office a little script to a say every time they offer an opinion on how long something might take: "Please note that is a rough estimate only, based on what you have told me. If it turns out there are more tasks than you have mentioned; or some tasks prove to be more complex than normal, then, the total time required will be longer.". And then they could ask "Have you understaood that?" and tick a little box on the customer's record saying "Estimate disclaimer read out and customer acknowledged".

But 99% of customers would find that irritating and perhaps a little insulting to their intelligence. Of course the time will increase if I add more tasks. Of course you can't estimate exactly how long something will take based on a 60-second phone call. I just want a ball-park figure, don't bombard me with this legal yada-yada.

We could also present the customer with written terms and conditions at the start of the job, and somewhere in those T&Cs would be something about accuracy of estimates, we charge for as long as it takes, etc. etc. But we don't want to do that either. There is nothing worse for breaking the rapport with a customer than to present them, as soon as you walk into their house, with an A4 sheet of close-typed legalese and ask them to sign to say they understand it.

So we don't do written terms & conditions either. Which means that, every so often, we have a minor dispute which might, maybe, have been more easily resolved if we had a few paragraphs of legal waffle to point to. But at the cost of mildly irritating every single other customer.

So there you go, my first shot at publishing the detail of how we deal with a customer complaint. I am satisfied with the way we dealt with this and think it does, overall, reflect well on us. Although it is disappointing that we were unable to resolve it in a way that kept the customer happy. You might think differently, I'd be interested to hear.

Environment Policy - my version

And here is my version of our Environment Policy. It is admittedly a bit weak, but still an improvement on Supply London's standard version.

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Environmental Policy


We are committed to comply with legislation, to continually improve our processes to prevent pollution so lessening our impact on the environment.

We seek out opportunities to reduce our environmental impact where possible.

Examples of such actions which we have already taken include:

- Using motorcycles instead of vans in all urban areas
- Using bicycles instead of motorcycles where distances permit (e.g. City & West End)
- Encouraging office staff to cycle to work through the provision of a Ride2Work scheme
- Drinking tap water, not bottled water, out of glasses, not disposable cups
- Recycling office waste wherever facilities exist to do this
- Using low-energy lamps instead of incandescent lamps

We actively seek out new opportunities and review our progress on a regular basis.


Signed

Date

Environment Policy

I discussed Equal Opportunity policies yesterday (here and here). Now for the "Environment Policy". Below is Supply London's boilerplate version, with my annotations. Note that I am not an environmental expert at all, happy to be corrected on the paper / water issues in particular:

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Company XYZ Ltd
Environmental Policy

Company XYZ was established in xxxx to provide xxxxxxxx to the xxxxx industry. We are based in xxxxxxx and employ xxxxx people.

We are committed to comply with legislation, to continually improve our processes to prevent pollution so lessening our impact on the environment. We provide training and education for our employees on environmental issues and monitor and review our environmental progress on an annual basis. We have set ourselves specific objectives and targets which show that we are aware of our impact and that we are acting upon this knowledge.

Our objectives and targets are:-

1. to measure our use of energy and water [why is using water bad? I never understand this. The planet can’t run out of water, we aren’t turning the water into anything else – it will eventually run into the sea, evaporate and come down as rain again. I think you only need to conserve water in the case of a local shortage, it is not a global environment issue] and reduce this by x% by xxxxx
2. to reduce the amount of waste by introducing a recycling system for paper, bottles and cans by xxxx [local authority best positioned for that: it is not environmentally friendly for everyone to individually drive loads of paper/cans/bottles to a recycling point]
3. to reduce the amount of waste by printing double sided [is using paper actually bad? Paper is produced from trees grown specifically for making paper. Before they are harvested to make paper, those trees spend a few years soaking up greenhouse gasses. If we used less paper, some of those trees would not be planted, and so we would have more greenhouse gas] and by using glasses by xxxx [Using glasses instead of plastic cups is not necessarily better for the environment: the energy needed to make a glass, and to wash it regularly, is so high that you need to be sure to reuse the glass many, many times before it offers an environmental advantage over disposable cups. See Hocking, 1994, Environmental Management 18(6)]
4. to encourage employees to use public transport and share cars wherever possible and to investigate the feasibility of providing a bike to work scheme by xxxx [this we already do]
5. to use our buying power wherever practicable by buying local [Buying locally is almost certain to be harmful to the environment: a local stationery supplier making lots of small, inefficient trips between his store and his customers is less environmentally friendly than, say, Viking’s super-efficient national distribution system], fair-trade [fair trade is probably harmful to most third-world producers, although not sure whether it is an environmental issue at all: if you pay a privileged group of producers above the market price you distort competition, and disadvantage other (equally deserving) producers, really no different from the EU artificially subsidising French farmers see here for detailed review of this issue], recycled and products from sustainable sources
6. to use wherever practicable suppliers who share the same environmental ethos as us.

[Apart from the specific points I made above, I am uncertain that us putting in place, say, a target for printing double-sided is the best thing to focus on. The best way for us to have a positive environmental impact is to grow our central London motorcycle-based business: for every additional bike-based handyman we employ, that is likely to displace one competitor’s knackered transit van. And you’d have to, surely, save on a huge amount of paper to outweigh the benefit of 100mpg scooter vs 30mpg Transit? Achieving some minor target of dubious environmental benefit is going to distract from that.]

A copy of this policy is posted on the Company Notice Board and is also contained in the staff handbook and is made available to our customers via our website.

The next review date for this policy is xx/xx/xxxx

Signed

Date

Equal Opportunities Policy - my version

OK, further to yesterday's post about Equal Ops policies, here is my version:

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0800handyman Ltd
Equal Opportunities Policy


We ensure that we are aware of and comply with legislation including the Equal Pay Act 1970, The Race Relations Act 1976 and Amendment 2000, Disability Discrimination Act 1995, Sex Discrimination Act 1975.

We value diversity: we love employing staff and serving customers from diverse backgrounds. We think it makes our business more effective and more interesting to work in.

We actively seek out and reward those candidates and employees who are likely to, or who do, excel at their work. The factors that are likely to affect success at work include technical ability, communication skills, friendliness, intelligence and so forth. We do not consider gender, sexual orientation or race to be relevant selection / assessment qualities and do not use these in selecting or assessing a candidate or an employee.

We do not tolerate victimisation or harassment, and will take decisive action to protect an employee who is subjected to victimisation or harassment.

We work with our clients and suppliers to ensure that they understand our ethos.

This policy is available in the staff handbook. All new employees are asked to read this policy during induction.

The Managing Director is responsible for this policy and its implementation and for investigating any apparent breaches of this policy.

**********************************************

Which I think is a considerable improvement - I think it covers all the main points in Supply London's version, but does so concisely and in a more positive way.

Now I just need to do an "Environment Policy" and a "Quality Policy". (I haven't read Supply London's boilerplate versions yet, but no doubt they will make interesting reading).

Equal Opportunities Policy

We have been asked by an organisation called Supply London, which helps smaller companies sell into the public sector, to supply an Equal Opportunities Policy in order to gain access to (apparently) lucrative public sector contracts. We don't currently have a written Equal Ops policy, so they have kindly sent us a template and (literally) said just to put our company name in the gaps. Regular readers of this blog will know about my thoughts on using generic, boilerplate, waffly "policies", so it will be no surprise that I have one or two problems with the template they provided. Here it is (with my annotations):

************

Company XYZ Ltd
Equal Opportunities Policy


Company XYZ was established in xxxx to provide xxxxxxxx to the xxxxx industry. We are based in xxxxxxx and employ xxxxx people.

We ensure that we are aware of and comply with legislation including the Equal Pay Act 1970, The Race Relations Act 1976 and Amendment 2000, Disability Discrimination Act 1995, Sex Discrimination Act 1975.

We aim to encourage, value and manage diversity in all areas of our business and to be an equal opportunities employer. We are committed to providing equality for all [well, no, we aren’t. For example, some of our handymen earn more than others, because they work harder and/or more efficiently. I earn more than James, our newest hire in the office. There was a social experiment launched in St Petersburg in 1917 which committed to provide equality for all, but it didn’t really work that well] and to this end we make real efforts to attain [sic] a workforce that is representative of the local community [kind of saying the same thing as the first sentence] by ensuring that we use as wide a selection of advertising mediums [sic: media] as possible [No: we don’t use a wide selection of media, we only recruit people who have applied on our website, because we only want people who are resourceful enough to find out about us; we don’t want to field applicants who are trawling through the paper looking for any old job] and by monitoring the ethnicity of job applicants. [we don’t monitor ethnicity because I think it is intrusive, and largely irrelevant; I never answer those questions myself]

We do not accept discrimination on the grounds of gender, sex, marital status or gender re-assignment [strange that gender re-assignment, which is a very rare circumstance, is here, but not race or sexual orientation. Although we wouldn’t discriminate against any of these]. Nor will we tolerate discrimination on the grounds of race, ethnic origin, colour, nationality, national origin, religion or belief [We would most certainly tolerate discrimination on grounds of belief: if someone really, honestly, believed that they had been sent by God to murder people with pliers, we probably would not employ them. Ditto if they honestly and persistently believed that black was live and red was neutral], age or disability [slightly tricky one, ‘disability’. From a recruitment point of view, we are inevitably going to discriminate against someone who does not have the ability to perform the job. From a customer service point of view, not an issue at all].

We will not tolerate victimisation, discrimination or harassment in any form [ludicrous to "not tolerate discrimination in any form”. If we did not discriminate between applicants / employees, we would hire everyone, and reprimand no-one. And we discriminate, for example, against customers that don’t pay their bills. And what if a customer chose not to use us because they thought we were too expensive, would we “not tolerate” that??] and we make it clear that if any instances will be investigated and is deemed to be a disciplinary offence which could result in dismissal. [grammar here is so poor, I am not quite sure what this clause means]

We believe that everyone should be treated fairly and on their own merit and ability [Yes! This should be at the start of the policy. Stress the positive, not the negative.]. This policy is the ethos of our selection and recruitment procedure and applies to promotion and training and to discipline and dismissal. We provide training for managers and supervisors in interviewing, selection, promotion and recruitment ensuring that they understand the legislation and our policy.

We work with our clients and suppliers to ensure that they understand our ethos and we make it clear that fair treatment for all is expected and should be maintained.

This policy is posted on the Company Notice Board [don’t have a Company Notice Board, not really our style] and is also available in the staff handbook. All new employees are asked to read this policy during induction.

The Managing Director is responsible for this policy and its implementation and for investigating any instances of discrimination.

Signed

Dated

***********************

The more I read this, the more shocked I am at how shoddily drafted this document is. Clearly anyone using this template as their "policy" can't have read it properly and probably doesn't give a monkey's about the important issues it is really trying to address. I am sure I can draft a better version, which I will post shortly, and which I will submit to Supply London in lieu of this weak and counter-productive effort.

Inefficient customer goes bust

A customer of ours, Nationwide Facilities, has gone into liquidation. This was a strange customer: they had some quite impressive contracts servicing corporates and retail chains, and subcontracted the work to us. But they were such hard work to deal with, we could never understand how they had persuaded these companies to entrust them with their maintenance contracts.

Our preferred method of processing a job request is as follows: receive instructions(usually phone call/e-mail, or fax if you are living in stone age); schedule job; do job.

Pretty simple.

But some people make it a whole lot more complicated, and Nationwide was one of those. Typical process would be: receive conflicting, incomplete instructions; clarify instructions; try to reach contact person on site to schedule job; contact person has no idea who we are; revert to Nationwide, receive amended instructions; etc. etc, you get the idea.

This didn't just create a whole load of extra work for us, but obviously created a whole load of extra work for themsleves. Which might explain why they went into liquidation: they were presumably making a few pounds off each job, but spending tens of pounds on administering each job.

To their credit one of the two directors appears to have put the company into voluntary liquidation while there was still a reasonable amount of cash in the bank, so we will probably be paid most of what we are owed, which is nice.


PS - Googling them reveals a whole load of companies with similar names, so to avoid accidentally libelling anyone, I am talking about Nationwide Facilities of SW18 4PZ.

May 2103: 0800handyman completes its 100millionth job

I see that the AA attended their 100 millionth breakdown today. 100 million jobs in just over 100 years (the AA was founded in 1905). BBC reports they did 5 million jobs in their first 9 years (citing outbreak of WW1, which by my reckoning was 1914), but I don't believe that, they must mean WW2. Otherwise they would have averaged over half-a-million callouts a year between 1905 and 1914, surely there weren't enough cars around then to generate that many callouts (even if they did all break down more often)?

And, actually, the 3.5m callouts per year they say they do currently seems pretty high. Taking a wild guess that their market share is 50%, that implies 7m breakdowns a year - nearly a quarter of all cars in the UK (there are 33m cars in the UK) breaking down once a year? Surely not, seems far too high?

Anyway, I look forward to 0800handyman performing our 100 millionth job, which if we follow the AA's trajectory will be somewhere around May 2103.

Fixing broken handymen

I generally avoid politics on this blog, but I feel I have to post about our recent experience of the NHS. One of our handymen (Greg, he of the "No, you are not stealing my scooter" adventure) had a low-speed tumble on his scooter several weeks ago, leaving him with an apparently injured knee.

He was obviously in pain and unable to work properly, but struggled to get any meaningful treatment from his GP, despite several visits - just a prescription of anti-inflammatories. He really needed an MRI scan to properly assess the damage.

In exasperation, Greg returned to his native Hungary to get an MRI scan (he has been a UK resident for ten years, but still holds dual Hungarian / British citizenship). He's had the scan, his (Hungarian) doctor has diagnosed what is actually wrong (which is, unsurprisingly, more than just "inflammation") and will fix him.

We in the UK spend $1,429 of tax money per year per capita on healthcare. In Hungary, they spend just $842 per capita and that includes private spending (Source: Nationmaster).

And in the past year 0800handyman handed over in excess of £300,000 in taxes (including payroll taxes, corporation tax, net VAT). You'd think there'd be enough in there to pay for a prompt MRI scan (which should cost the NHS about £300 per scan)

Handymen extra-curricular activities

A recent handyman applicant included a cover note to explain that he was an aspiring actor and wondered if we could allow him occasional time off when acting jobs came up. He candidly admitted that being an actor meant that "for most of the time I'm unemployed".

We love handymen with strong outside interests, here are some of the activities / interests our handymen and office staff pursue when they are not fixing your shelves:

- Fly fishing
- Professional yacht skipper
- French literature
- Special constable
- Assessor for Institute of Advanced Motorcyclists
- Paraglider pilot
- Military helicopter pilot (*)
- Samaritans counsellor
- Clapper/loader (assisting cameraman on film set)
- Military fast jet pilot (*)
- Scout leader

(*) I'm cheating a bit with these two examples. We have handymen who used fly jets / helicopters, but from before they worked for us.

And that's just the ones I can think of off the top of my head. No doubt there are all sorts of other worthwhile and interesting things our guys get up, all of which makes for a great, well-motivated, friendly, interesting team.

Relaxed handymen

I heard an interesting anecdote yesterday about a chance meeting between one of our handymen and someone working for a competing company (Handy Squad, I think). They were both on their motorbikes, at a set of lights, and chatted briefly while waiting for the lights to change.

According my friend-of-a-friend who heard about this chance interaction, the competitor handyman was most struck by how relaxed our handyman was.

I was very pleased to hear this - while whizzing from one job to the next is naturally not going to be stress-free, we try very hard to take as much stress as we can out of our handyman's day, and keep it in the office. So our office guys (Seamus, Jordan, Chris, James & myself) try and do all the stressing about keeping the schedule together and making sure every customer's job is done on time, leaving our handymen to just focus on doing what they do best: handymanning.

If our guys are stressed out rushing from one job to the next, it can make the job pretty miserable and also makes them much more likely to make a mistake. So it is important to us to try and allow our handymen to be relaxed.

It doesn't work all the time, and it can still be pretty stressful at times, but I am very pleased to hear that it obviously works some of the time.