Team Lead Duties (Doc B) | Acs Employee Hub

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Doc B: Team Lead
Team Lead Defined: As the company has grown and changed over the years, so have our expectations of employees. With the development of duplicatable training systems, it is our hope that all field employees will be capable of performing the duties previously reserved for Team Leads. Team Lead differs from the Manager position in that it is a job-by-job assignment. Individuals are to remember that the most important requirement of a Team Lead is to ensure that team members all participate in the duties of the job and that paperwork is completed properly and office and client are informed of any pertinent details of the job. Although we expect all employees to be responsible for the tasks they complete, the Team Lead is the person the office will contact if there are questions about what was done or not done.

Team Lead Duties (a brief overview):

Lead by example.
Assemble equipment and supplies for the job including keys and codes.
Pick up job assignments sheets, review T-sheets notes, and/or ACS Portal.
Make sure all team members are clocked in for the job and sign in on the job checklist.
Place yard sign in yard at worksite.
Take before pictures or video of the job upon arrival. (See the list.)
Report any damages, suggested changes to the job, conflicts that arise in the field, etc.
Assign duties to crew members.
Answer questions from crew members.
Disciplinary actions as needed.
Onsite training.
Make sure crew members have completed their job on the ACS Portal or initialed jobs as they do them and note any damages or issues encountered.
Report to the office any time the job will take longer than anticipated time.
Do a complete inspection of the unit before leaving the site.
Make sure all equipment, supplies, and garbage are removed from the premises.
Take after pictures or video.
Place a magnet on the refrigerator and client testimonial card on the counter.
Secure the unit.
Retrieve the yard sign.
Make sure that crew members clock out and sign the checklist verifying hours.
Return all paperwork to the office at the end of the day and submit portal reports.
Return keys/codes.
Replenish supplies.

Team Lead Duties Expanded:

Lead by example. By now, I hope you are all presenting yourselves as model ACS employees. As such you will wear your company shirt, check your odor (both body and clothes), be on time, clock out for breaks, watch your language, treat team members with respect…I am not going to reiterate the Handbook. You get the idea.
Assemble equipment and supplies for the job including keys and codes. There is a change here compared to previous direction. We are now allowing you the option to assign the member of the team that will gather supplies and equipment. Sometimes it just makes sense for someone other than the Team Lead on a particular job to stop at the office. With gas prices, it may be more efficient to have the closest team member gather supplies. As Team Lead, you still need to review what the job is and specify if there are particular products or equipment needed for the job. To facilitate this, you will find a list in the breezeway that you may use as a checklist. It is also important to sign out equipment so that the office knows where it is at.
Create and implement check in/out procedures
Pick up assignment sheets. This will be delegated to the individual picking up supplies and equipment as they are at the office anyway. In addition to grabbing the paperwork (usually found on the bulletin board), check the notes on T-sheets as there may be directions there that are helpful in guiding you to what items you need on the job. If the job is on the Portal, there will be instructions there as well. In the very near future all jobs will be on the Portal with duties, supply lists, etc., eliminating the need for the assignment sheets.
Make sure all team members are clocked in for the job and sign in on the job checklist. The reason it is important to note your hours on the paperwork or Portal in addition to clocking in, is because when invoicing is done, it helps the office personnel quickly determine how much to bill the client without having to go into QuickBooks and figure the number of hours spent on the job. In addition, if your hours are not clocked on T-sheets, you may not be paid for them. If you forget to clock out, the office will adjust your time to the least shown by teammates.
Place yard sign in yard at worksite. This is mostly done during moveouts but might be resurrected for other jobs as well. We will let you know if it is. It will then be the responsibility of the person transporting supplies and includes retrieving the sign when the job is completed to avoid being charged for a sign if the sign is lost. This is an inexpensive way to advertise and helps to increase our exposure and visibility to the public. It also helps legitimize you, the Team.
Take before pictures or video of the job upon arrival. This is now expected of all team members, not just the Team Lead. Whatever area you clean, YOU are to take before and after pictures. These pictures can be important because they can document damages or difficulties you encounter on the job. (See also Attachment E - Pictures for additional instructions on exactly how to get the right pictures.)
Report any damages, suggested changes to the job, conflicts that arise in the field, etc. Again, EVERYONE reports for their own area. There are times when a walk-thru has not been done and the client description was different from what you actually encounter. A quick call to verify that the job needs to be changed to include this information is helpful to make sure everyone is paid for the right job. As for damages, reporting these and documenting with pictures helps us relay information to the client to make sure they are aware whether damages were done before our team arrives or after. Either way, they generally appreciate a heads up if repairs are needed. And as for conflicts…we expect everyone to act in a mature manner. There is to be no yelling at another co-worker even if they raise their voice to you. The Handbook addresses appropriate work demeanor. Ultimately the burden of reporting to the office rests on the Team Lead.
Assign duties to crew members. The Team Lead for the job has the authority to assign specific jobs. It is easy to get into a rut where one employee always does a certain room such as the kitchen or the bathroom. However, be sensitive to the wishes of others. They may be good at cleaning a particular area, but maybe someone else would like a chance to shine (pun intended) in a different area.
Answer questions from crew members. At this stage of the game, most of you are familiar with the different aspects of the job. If a question arises, the acting Team Lead is the end of the line. If necessary, they are the one that should call the office for clarification if the question cannot be answered otherwise. Maybe the question is simply what product will work as a substitute for something not in the kit or something that you just ran out of.
Disciplinary actions as needed. It is rare that you will need to deal with disciplinary issues, but here are some that may require your action: extreme tardiness, insubordination, inappropriate language, inter-employee conflicts, apparent abuse of drugs or alcohol, use of loud and intrusive music. When in doubt, call the office. Your action will be dependent on the frequency and/or severity of the issue.
Onsite training. There are times that we cannot train on a specific job except at the worksite. In those situations, it is important for the Team Lead to instruct others. We are all learning every day. As part of a team, if anyone discovers or learns a better way, by all means, share it! …and demonstrate if need be. As Team Lead you also need to recognize that some procedures take repetition before they are truly learned. Therefore, it may be necessary to instruct again something that has been previously learned. As new products, equipment, or systems are introduced, the Team Lead will be responsible for onsite training.
Make sure crew members use the Portal and initial jobs they do and note any damages or issues encountered. This helps us convey information to the client and know who to contact if there is a complaint, or who to praise if there is a compliment to be paid. Invoicing questions come up all too frequently because we aren’t sure if every detail listed on the duties sheet was completed, etc. So please help us do our job without having to track you down. We have been embarrassed more than once when a client called to say, “but I don’t have any ceiling fans. Why did you bill me for cleaning ceiling fans?” And as for damages…things happen even to the best of us. If you damage something, own up to it. It is doubtful you will be fired because of it (unless it is something that happens routinely). Be sure to complete a damage report.
Report to the office any time the job will take longer than anticipated time. If you are unsure what that time is, check T-sheets or your job assignment sheet. This is important because we often estimate the job without ever seeing the property. We are relying on client statements and their idea of “not too dirty” may be completely skewed. If we bill for an hour extra is not usually a big deal, but if we have 3 people working the same job and you spend an extra hour at the job, that is 3 extra hours. That raises a little more concern for the client. Sometimes, it may be necessary to contact the client to explain what you have encountered that is taking the extra time. It is important that this phone call comes as soon as possible to prepare the client. They may also opt for specific duties to be left undone and can have input if we report soon enough. Not only will adherence to this action earn you Bravo Points, but it may mean you get a raise sooner and prevent hours being subtracted from your time for not reporting probable overages.
Do a complete check of unit before leaving the site. Never assume that your teammates know what they are doing and therefore you don’t need to check their work. They are humans, and we all make mistakes, overlook things. It should not be considered an insult if someone catches something you missed. Better a teammate than the client! We want those 5-star ratings!
Make sure all equipment, supplies, and garbage are removed from the premises. If you need to make a checklist when you pick up equipment and supplies to make sure you have everything when you are finished, then do so. We will have some basic lists available that you can use. The big thing is to just slow down a bit. Leaving things behind does not create a good impression on the client, and it can be costly…a product here or there adds up over time, and equipment is even more expensive. They also do not appreciate seeing your half empty beverage container left behind.
Take after pictures or video. When finished, repeat the initial picture taking process making sure you get the same angle and the same distance as in the original pictures. These pictures can be very useful for so many reasons. Whether it is documentation for a customer that is unsatisfied, or advertising for an amazing transformation, or just verification that you did do the job, pictures are worth their weight in gold. (See also Picture handout – Attachment E.)
Place a magnet on the refrigerator and a client testimonial card on the counter or table. Yes, we have magnets appropriate for placing on the fridge. We need to get in the habit of using them. It is good, cheap advertising as it helps clients remember who did the work and how to get a hold of us for future needs. The client testimonial card gives them an easy way to submit that testimonial to win you some Bravo Points.
Secure the unit. This may vary from job to job, but generally speaking the client has given instructions as to how we leave the unit. Whether they want the door locked or unlocked, key under the mat or back to the office, we need to comply with their wishes. Any codes obtained are also to be returned to the office and not left where someone else could find and use them.
Retrieve the yard sign. Although yard signs are inexpensive way to advertise to the neighborhood, if they are not brought back after the job, they can become costly to repeatedly replace.
Make sure that crew members clock out and sign the checklist. Here again, it is personal responsibility, but reminding co-workers is never a bad thing. And it helps the office staff.
Submit Portal report and return all paperwork to the office at the end of the day. This will be the designated transporter rather than the Team Lead. Team Lead may be the transporter, but not necessarily. The sooner we get the paperwork, the sooner the client gets their invoice, the sooner we get paid, the more likely you will be to get Bravo Points and other bonuses. Once the Portal is fully functioning, this will revert to Team Lead to be responsible for seeing that all members of the project have completed their portion of the Portal and submitted it to the office.
Return any keys. As indicated above, this is a security issue. If keys are to be returned to the office for pick up by the client or future use, they need to be handled with care so they aren’t misplaced.
Replenish supplies for the next day and notify office if a particular product is running low. The individual returning things to the office should write on the white board any supplies that are running low and report such to the office via the Portal report. No one wants to try to put together supplies for a job only to find products that are depleted. Therefore, taking note when things are returned is time well spent. It is a good time to mention damaged equipment as well. (See Supplies and Equipment Procedures – Document D.)