1. Advise on beauty products and services
SHB30115 Certificate III in Beauty Services
SHB30315 Certificate III in Nail Technology
SHB30215 Certificate III in Makeup
SHB40115 Certificate IV in Beauty Therapy
SHB50115 Diploma of Beauty Therapy
WRB20104
WRBCS201B – PROVIDE MANICURE AND PEDICURE SERVICES
SHBXIND001 Comply with organisational requirement within a personal service environment
LEARNING MATERIAL
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Advise on beauty products and services

2. UNIT SCOPE
Element 1.Develop knowledge of employment rights and responsibilities.
1.1 Access current information on employee and employer rights and responsibilities.
1.2 Obtain and interpret key information on laws for antidiscrimination, harassment and equal employment opportunity.
1.3 Access and interpret information on national employment standards and specific employment arrangements for current role.
1.4 Comply with employment requirements.
2. Work within organisational requirements.
2.1 Interpret and comply with organisational requirements and responsibilities.
2.2 Seek advice from supervisors and managers to ensure understanding of organisational requirements.
2.3 Interpret staff rosters and provide sufficient notice of unavailability for rostered hours according to workplace policy and procedures.
2.4 Comply with relevant duty of care and legal responsibilities, and support organisational culture.
2.5 Identify roles and responsibilities of colleagues and immediate supervisors for designated lines of communication and reporting lines.
2.6 Identify, recognise and follow behaviour that contributes to a safe and sustainable work.
3. Support work team.
3.1 Display courteous, helpful and non-discriminatory attitude with clients and other team members.
3.2 Take opportunities to enhance level of assistance offered to team members.
3.3 Meet all reasonable requests for assistance within acceptable workplace timeframes.
3.4 Seek assistance from team members, supervisors and managers when required.
4. Maintain personal presentation.
4.1 Observe appropriate dress code and presentation as required by workplace, job role and level of customer contact.
4.2 Follow personal hygiene procedures according to organisational requirements.
5. Develop effective work habits.
5.1 Plan and organise daily work activities within scope of responsibility.
5.2 Act promptly on instructions, information and follow procedures relevant to task.
5.3 Seek advice and direction from appropriate staff to clarify workplace instruction and information.
5.4 Prioritise and complete competing tasks within designated timeframes.
Comply with organisational requirements within a personal services environment

3. UNIT SCOPE CONTINUED
Foundation skills – 6 to 8
6. Student demonstrated foundation skills when they used oral communication to use open and closed probe questions and actively listen to clarify workplace instruction, team needs and policies and procedures.
7. Student demonstrated foundation skills when they used reading skills to interpret detailed organisational policies and proceduresunfamiliar plain English documents which describe workplace laws, rights and responsibilities and messages, notes, s, letters, and online communications of varying complexity..
8. Student demonstrated foundation skills when they used technology skills to access credible online publications and internet resources that builds knowledge on employment rights and responsibilities
Comply with organisational requirements within a personal services environment

4. Your role in retailing
Working in a hair, nail or beauty salon requires you to use your expertise when providing a service to clients as well as using effective communication skills to address any complaints or misunderstandings that the client may have. When you provide efficient and competent services you are creating sales. This makes your role very important in the daily operations of the salon. Clients expect you to have a broad knowledge of the products and services you offer in the salon.  This is what retailing is, providing services and products that the consumer wants.
A salon policy for providing good service should include details on;
The variety of services and products being offered.
The quality standards expected when delivering the services and products.
The professional standards of behaviour and image of the salon.
Competent use of technology including quick and accurate transactions.
Staff honesty and fairness.
Building rapport requires an individual approach to each person who visits the salon. 
Acknowledge the person’s presence.
Ask appropriate questions.
Demonstrate active listening.
Show empathy.
Offer reassurance.
Supply contact details of the salon.
Understand each individual’s wants and needs.
Allow time for the customer to consider their decision.
Close the sale appropriately.
Use add-on and complementary sales techniques.
Comply with organisational requirements within a personal services environment

5. The image of the salon
The hair, nail and beauty industry is all about image. A tidy, clean and interesting salon is more likely to attract customers who have the money to pay for good beauty products and services. There is no point in spending a lot of time and money in creating good product displays if the rest of the salon presents badly. This means the floor, walls, ceiling and furniture have to look good as well. Interesting lighting effects and attractive, visible signage adds to a salon’s image.
Product and service knowledge within the beauty industry involves;
Knowing the products required for different services.
Knowing the basic contents of individual products and the features and benefits of the products and services.
Understanding manufacturers’ instructions.
Discover your customers needs.
Ask the customer questions as it allows you to offer the right services.
When you ask a customer questions you are gathering information to establish what the customer wants or needs.
Show the customer that you are interested in helping them.
You need to gain the customers trust.
When does a customer decide to buy?
When the sales person talks to their customers to discover the customers needs and then turns this into the sale of an appropriate product or service.
When the sales person accepts the role of an advisor to the customer.
When the sales person finds solutions to their customers problems.
When the sales person gives the customer space and time to decide whether to purchase or not. Nothing is worse than a pushy sales person who doesn’t know when to stop selling.
Comply with organisational requirements within a personal services environment

6. Salon workplace policies and procedures
Organisational culture describes the workplace policies and procedures within your salon.
These may include;
Create a friendly courteous environment.
Ask questions of your customers to gain information.
Always check that you and the customer have a clear understanding.
Advise the customer on what you plan to do.
Make sure the customer is in agreement with your plans.
Communicate easily.
Help customers to find what they are looking for.
Always be well groomed and maintain high standards of personal hygiene.
Use good time management skills.
Use telephone etiquette.
Take time to explain procedures with the customer.
Inform clients of any problems advising them of the steps being taken to fix the problem.
Follow up to ensure the customer is happy if this is appropriate.
Be attentive and responsive.
Obtain assistance from other staff members when required.
Offer appropriate services to the customer.
Be consistent and reliable.
Be sensitive to the customers perceptions.
Be approachable, making it easy for the customers to talk.
Clients with special needs may require assistance so provide this with the best possible care.
Be fair at all times to all customers no matter what age, race or ethnic background they have.
Comply with organisational requirements within a personal services environment

7. Personal attributes
Some important attributes to have when working in the hair, nail and beauty industry.
Analytical thinking skills – you are required to gather and interpret information as well as analysing the results of your actions.
Creativity – you need to think conceptually and be a forward thinker in order to create ideas from an analysis of information.
Being realistic – you need to avoid being over-optimistic in your thinking.
Logical thinking – this is essential for devising strategies to meet business goals and objectives.
Being articulate – you need to communicate effectively, express your intentions clearly and be able to present ideas in a persuasive manner both verbally and in writing.
A flexible attitude – this allows you to be responsive to changes when necessary and be receptive to new ideas when identifying opportunities and challenges.
Accuracy – this requires attention to detail.
The golden rules of human relations.
Communicate with your heart and use your head to solve problems.
A smile is worth a million times more than a sneer.
It is easy to make an enemy, it is harder to keep a friend.
Ask for help instead of just reacting.
Show people you care by listening to them and trying to understand their point of view.
Tell people how great they are and mean it.
For every service you do for others, do not forget to do something for yourself.
Laugh often.
Show patience with other people’s flaws.
Build shared goals and be a team player.
Always remember that listening is the best relationship builder.
Comply with organisational requirements within a personal services environment

8. A PROFESSIONAL CODE OF ETHICS
Your personal code of moral principles and values are known as your personal ‘ethics’. Personal ethics deal with how you live your life. Professional ethics deal with the proper conduct in relationships with your team members, clients, business associates and salon suppliers.
A PROFESSIONAL CODE OF ETHICS
Show respect for the feelings and rights of others
Be fair and courteous to your co-workers. Don’t attempt to win clients away from your team members
Be fair and courteous to your clients. Be consistent in pricing your services. Don’t show favouritism to certain clients
Always be eager to learn new methods and techniques. Attend educational programmes that provide updated information to help you to improve your skills
Represent yourself, your services and your products honestly to the public. Do not advertise a service that you cannot perform
Set an example of good conduct and good behaviour. Always cherish a good reputation
Be loyal to your employees and co-workers
Keep your word and fulfil your obligations. Never break the confidence entrusted to you by a client or co-worker
Practice only the highest standard of infection control as provided by State, Federal and local regulations.
Believe in yourself and be proud of your skills and knowledge
Comply with organisational requirements within a personal services environment

9. Employment arrangements
Full time employees work about 38 hours per week. They receive personal leave days, holidays and regular pay.
Part time employees work less than 38 hours per week. They receive personal leave days, holidays and regular pay for the amount of hours they work.
Casual employees are hired when an employer needs extra help for a short time. Casuals do not receive personal leave days or holidays and the hourly rate of pay is usually higher than full time or part time employment.
Legislation.
The Workplace Relations Act of 1996 states how industrial relations are to be upheld. There are two important organisations that look after employment.
1. The Australian Fair Pay Commission.
Arbitration means that if wages are not being paid, you can receive assistance from the Fair Pay Commission.
An Advocate is someone who gives support and help to another person and who speaks for the person not getting paid.
Voluntarily means that you decide whether you want to use the Commission or not.
The Australian Industrial Relations Commission helps employers and employees to sort out problems if they can
not agree on work conditions.
Unions.
A union is an organisation (group of people) that tries to improve employee wages and work conditions. Unions work
for their members by talking to the employers and working out employment agreements. In Australia any employee
can choose to join a union or not. This is known as ‘Freedom of Association’.
Comply with organisational requirements within a personal services environment

10. Employer Associations
Employer associations represent (speak for) a group of employers in the same industry or in industries that are like each other.
Employer associations give their members advice on;
Legal matters - Industrial relations – Insurance - Training - General matters.
The main employer association in the retail industry is the Australian Retailers Association (ARA). Within the hairdressing and beauty industry there is the;
Hair and Beauty Industry Association.
Association of Professional Aestheticians of Australia.
Advanced-Association-of-Beauty-Therapists.
Hair and Beauty Australia.
The Professional Beauty Association.
Australian Cosmetic Industry Association.
The Fair Work Ombudsman is an independent statutory office. Its jurisdiction is set out in the Fair Work Act and our services are free to all workers and employers in Australia. Its main role is to: promote harmonious, productive and cooperative workplace relations. ensure compliance with Australian workplace laws.
The Fair Work Commission (FWC), formerly known as Fair Work Australia (FWA), is the Australian industrial relations tribunal created by the Fair Work Act 2009 as part of the Rudd Government's reforms to industrial relations in Australia. Operations commenced on 1 July 2009.
The Fair Work Commission is Australia's national workplace relations tribunal. It is an independent body with power to carry out a range of functions including: providing a safety net of minimum conditions, including minimum wages, in awards. facilitating good faith bargaining and the making of enterprise agreements.
Comply with organisational requirements within a personal services environment

11. The National Employment Standards
The National Employment Standards (NES) are 10 minimum terms and conditions of employment (set out in Part 2-2 of the Fair Work Act 2009) that apply to national workplace relations systems employees. Parts of the NES may also extend to employees beyond the national workplace relations system. The NES are minimum standards that cannot be overridden by the terms of enterprise agreements or awards.
The 10 NES relate to the following matters.
1. Maximum of 38 weekly hours of work - plus reasonable additional hours.
2. Requests for flexible working arrangements - in certain circumstances employees can request a change in their working arrangements.
3. Parental leave and related entitlements -up to 12 months unpaid leave for each employee, plus a right to request an additional 12 months unpaid leave, plus other forms of maternity, paternity and adoption-related leave.
4. Annual leave - 4 weeks paid leave per year plus an additional week for certain shift workers.
5. Personal/carer’s leave and compassionate leave - 10 days paid personal/carer’s leave, 2 days unpaid carer’s leave as required, 2 days compassionate leave (unpaid for casuals) as required.
6. Community service leave - unpaid leave for voluntary emergency activities and up to 10 days paid leave for jury service (after 10 days is unpaid).
7. Long service leave - a transitional entitlement for employees as outlined in an applicable pre-modernised award, pending the development of a uniform national long service leave standard.
8. Public holidays - a paid day off on each public holiday, except where reasonably requested to work.
9. Notice of termination and redundancy pay - up to 4 weeks’ notice of termination (plus an extra week for employees over 45 years of age who have been in the job for at least 2 years), up to 16 weeks’ severance pay on redundancy, both based on length of service.
10. The Fair Work Information sheet is available from the Fair Work Ombudsman. This must be given by employers to all new employees. It contains information about:- the NES, modern awards, agreement making, freedom of association and workplace rights, termination of employment, individual flexibility arrangements, right of entry, transfer of business, the role of the Fair Work Commission and the role of the Fair Work Ombudsman.
Comply with organisational requirements within a personal services environment

12. Workplace awards or agreements
An award is a legal document that explains the conditions all employees in a specific industry have a legal right to receive. These conditions are the ‘minimum’ condition.
Awards cover issues such as;
Anti-discrimination.
Dispute avoidance and settling procedure.
Terms of employment.
Redundancy and termination of employment.
Wages.
Payment of wages.
Allowances.
38- hour week.
Rosters.
Meal breaks.
Rest periods.
Leave.
An agreement can be one of two types.
1. Australian Workplace Agreement (AWA) is an agreement negotiated between the employer and an individual staff member. Workplace Agreement is an agreement between an employer and their employee. It explains the work conditions within that place of work.
2. Certified Agreement (CA) is the collective employment agreements made between the employer and a specific group of employees or their union.
The award or agreement must be consulted to identify any specific roster-related items, but it should be remembered that these requirements are a minimum and you can go beyond these.
Rosters should show;
Staff names.
Starting and finishing times.
Breaks.
Days of the week and dates.
Staff work tasks.
Staff on leave.
Comply with organisational requirements within a personal services environment

13. Equal Employment Opportunity
EEO or Equal Employment Opportunity means that all peoples regardless of gender, race, colour, age, marital or parental status, sexual preference, disability or religious belief have the right to be given fair consideration for a job or other job related benefits such as staff training and development.
Organising staffing levels.
A roster is a plan that organises staff, indicating which staff are to work, where and at what times. It also gives information on who is on annual leave or who is on sick leave.
The purpose of rosters can be seen as ensuring that the right people, in the right numbers, are employed to the right places at the right time. The job of developing rosters will usually be allocated to a supervisor or manager. The roster may be prepared manually or with the aid of computer packages.
There are 5 main reasons for creating rosters.
Organising – rostering is a means of organising staff. It enables the supervisor to know who is working on a particular shift and who is not. It enables the workload to be distributed fairly.
Balancing experienced staff – rostering enables skilled workers to be on duty with people who are not so experienced. Rosters ensure that the customer is adequately served by staff in terms of numbers and skills. This results in an effective and efficient use of staff.
Communicating – rostering is a means of communicating with employees to inform them of when they are required to work. Good rosters indicate the busy periods and reflect the goals of the business in terms of service. When the business is busy there should be more staff rostered on to work.
Cost controlling – rostering is a way of controlling labour costs. It allows forward planning to ensure that enough people are working during busy periods, while in quiet periods the store is not paying staff just to stand around when there is nothing to do.
Aiding employees – rosters enable individual employees to better plan and manage their personal life as well as their work time.
Comply with organisational requirements within a personal services environment

14. Steps to consider when developing rosters
Analyse staffing needs in relation to demand.
Undertake a job analysis.
Review workplace provisions relating to hours of work.
Review any company policies regarding staffing levels.
Review available staff.
Issues to consider may include;
Staff who are on various types of leave.
Staff who are in training.
The experience of staff.
Creating a suitable mix of male and female staff.
Special requests made by staff for the period in question.
Individual skills and talents.
Previous trading figures for comparable periods.
Unseasonal weather conditions.
Local disasters, adverse publicity, strikes that may restrict customer numbers.
Adjusting rosters.
There will be times when you need to make adjustments to the roster as workplace issues emerge.
These issues can include;
Team members not showing up for work.
Staff arriving late.
Team members going home sick or being called away because of an emergency.
Unexpected high levels of trade.
Equipment breakdowns that put team members under pressure.
Comply with organisational requirements within a personal services environment

15. Making roster adjustments
This may include;
Doing the work yourself.
Contacting casual staff and asking them if they can come in.
Switching staff who are multi-skilled from one area to another.
Asking full-time staff to work overtime.
Asking staff to come in to work on their rostered day off (RDO).
Delaying breaks until things get back to normal.
Customer service behaviour.
Where your role requires you to implement the customer service standards of the salon, a key element is to monitor what is occurring and judge whether or not it meets the standards set by the salon.
Considerations include ensuring the standards required by the store, as well as the level and pace of the work, are appropriate to the individual team member. For example, you cannot realistically expect a new trainee, in their first job, to be able to handle delicate customer relations issues.
It is important that the activity of genuine customer service is ongoing within the salon. You must be aware that not all staff are able to do all things to the same standard, under the same pressure or with the same level of customer service.
A minimum standard of customer service should include;
Using the telephone.
Greeting customers.
Serving customers.
Processing the sale.
Operating in-store equipment and facilities.
Comply with organisational requirements within a personal services environment

16. The 80/20 rule
In the late 1800s, Italian economist Vilfredo Pareto noticed that 20 % of his countrymen controlled 80% of the wealth and power in Italy. It is from this discovery that the 80/20 rule developed. In most situation 80% of the results tend to be produced by 20% of the activity.
Some considerations.
80% of employee problems are caused by 20% of employees.
80% of all university research grants are obtained by 20% of the professors.
80% of the choices made from a restaurant’s menu are made from 20% of the items.
80% of an organisation’s sales comes from 20% of their customers.
80% of customer complaints come from 20% of customers.
The maldistribution rule.
The 80/20 maldistribution rule states; 80% of most things have 20% of value and 20% of the items have 80% of the value. This is true of; daily tasks and activities as well as personal and business goals and interruptions.
The solution is to decide on which 20% of tasks will you spend 80% of your time. This requires goal setting.
Comply with organisational requirements within a personal services environment

17. Defining teams
A group is defined as two or more interacting as interdependent individuals coming together to achieve particular objectives.
A team is a formal group made up of interdependent individuals, responsible for the attainment of a goal. Therefore all work teams are groups, but only formal groups can be work teams.
Problem-solving teams are employees from the same department who meet to improve work quality, efficiency and environment. These teams are usually the businesses first step in moving towards greater employee participation.
Self-directed teams consist of five to 20 multi-skilled workers who have skills to perform a task and who should be empowered with the decision-making authority to complete that task with minimal supervision.
Team cohesion is the extent to which team members are attracted to the team and motivated to remain in the team.
Plans and objectives may be short-term, mid-term or long-term and can relate to;
Sales targets.
Performance targets.
Increased productivity.
Comply with organisational requirements within a personal services environment

18. How teams develop   
Teams develop through an evolutionary process. There are three stages in this process.
Stage one – the chaotic stage.
Groups of people who are thrown together and given a task to handle tend to underestimate the difficulties of getting a group to work together.
A group in a chaotic stage tries to overcome uncertainty by throwing themselves head first into the task without giving enough attention to what has to be done.
The group assumes that everyone knows what the objectives are.
Not enough time is given to planning how to tackle the task.
If a leader is appointed, no thought is given to the leader’s role and usually the leader tries to impose their own thoughts on the group.
Ideas from the team may be voiced but not listened to.
The success of the group is uncertain, sometimes it may work or sometimes it may fail.
Stage two – the formal stage.
Eventually a group will react against the chaotic stage and become more formal.
There will be rigid, step by step procedures for agreeing to objectives by writing them down.
The need for strong leadership becomes evident. It ensures that people stick to the procedures, don’t argue, don’t interrupt and that tasks are kept moving forward.
Different people will be given specific roles such as secretary, timekeeper and there will be rules of behaviour implemented.
The atmosphere in the team is trusting and co-operative.
The success of the group begins to improve.
Comply with organisational requirements within a personal services environment

19. Stage three – the skilful stage.
Gradually the group grows past the formal stage and begins to “take liberties” with its own procedures without slipping back into chaos.
Sometimes a group rebels against the rigidity of the formal stage.
Sometimes a group gets stuck in the formal stage.
The skilful stage usually occurs when the group realise that some part of its formal procedures is inappropriate to the particular task.
This allows for the group to try new tactics discovering a more flexible approach.
This relates into a relaxed co-operative approach to new ways of achieving results.
Comply with organisational requirements within a personal services environment

20. Treat team members fairly
Treating team members fairly in practice means;
Delegating tasks equally.
Not victimising any team member for any reason.
Sharing around unpopular shifts.
Sharing around the work that attracts extra money.
Not favouring any particular team member.
Thanking everyone who contributes.
Spending an equal amount of time with team members.
There is an ongoing need to treat staff with respect and integrity.
Accept responsibility for developing own competencies.
Leaders and managers should be involved in the growth and development of teams and in their own personal self-development. There is a need to assess your current situation and identify an appropriate course of action to address your own needs and future goals.
When assessing yourself there are three areas for consideration.
Personal attitude – this is your attitude to the way you perform your job.
Your skills – these rate your actual practical workplace skills as well as your interpersonal communication skills.
Your knowledge – this is your industry knowledge, your product knowledge and your knowledge on policies and procedures.
Theses are the Commonwealth Acts which cover discrimination in the workplace.
-Age Discrimination Act 2004.
-Disability Discrimination Act 1992.
-Australian Human Rights Commission Act 1986.
-Sex Discrimination Act 1984.
Racial Discrimination Act 1975.
Discrimination.
Discrimination means treating someone unfairly because they happen to be different from you. If you do not control these feelings you may discriminate against these people.
Comply with organisational requirements within a personal services environment

21. Delegation
Delegation is a great way to train team members. It gives them more responsibility, it stretches them within the workplace and it demonstrates that management have faith in them and that they can be trusted to do the job correctly.
Steps in delegation.
Plan goals and know how they are going to be achieved.
Organise the resources so that the goal can be achieved.
Motivate and coach the team.
Control the process so that the required standard is achieved.
Delegation has to be done properly.
Be clear about the task to be done and the responsibility to be delegated.
Explain why the task has to be done, why the responsibility is being delegated and why it has to be done in the specific way.
Choose the right time and place to inform the team member about the delegation. It is best to do this in private rather than in public, so as not to put the person under pressure.
Plan for an appropriate amount of time to discuss things.
Provide whatever instructions are necessary, in the correct and logical sequence, explaining all of the steps.
Provide training and demonstration to encourage participation and reduce possible anxieties.
Continually check if the employee has any questions and encourage them to ask questions.
Continually check that the staff member genuinely understands the tasks.
Give them positive feedback to make them feel confident.
Comply with organisational requirements within a personal services environment

22. Delegation problems
When delegating you may come up against problems such as;
Age differences – maybe you are younger than the staff member you are delegating the task to. This will require you to explain your decisions clearly as there may be some resistance to your directions.
Experience differences – if you are new to the industry and you need to delegate to a more experienced person it is wise to acknowledge their skills when delegating the tasks.
Gender issues – where the opposite sex takes exception to you telling them what to do, there may be a need to focus on the task and their ability to achieve the results you are wanting rather than the gender of the person.
In summary treat people with respect, explain your requirements, encourage questions, answer them truthfully and then ask people for their cooperation. It is better spending time motivating and training staff than giving orders.
There are many ways to communicate with team members.
Individual one on one talks.
Formal, group meetings.
Nonverbal communication (a smile, nod, shrug, disapproving look etc).
Written communication.
Listen to team members – there may be ways that they prefer to be supported and certain communication styles that they understand better.
Duty of Care.
Duty of care is a moral or legal obligation to ensure the safety or well-being of others.
This completes the learning material for this unit.
Authors copyright is claimed in all forms of media. Moral rights are claimed in all forms of media. Intellectual property rights are asserted and maintained in all forms of media.
Comply with organisational requirements within a personal services environment