One Janitorial · HR Department

HR Hiring Playbook

Complete hiring system — pipeline SOP, Indeed job ad training, and role-specific interview avatars with scorecards. Everything your HR team needs to hire A-players.

7 Documents
Internal use only
All times Mountain Time
🤖
HR Hiring Playbook Assistant
Got a question about a process, template, scoring sheet, or interview question? Ask the hiring bot — it answers directly from this playbook so you don't have to search through the whole document. Use it anytime instead of waiting for your manager.
🤖 Open Training Bot → 🔍 Open Claude Analyzer →
🔍

How to Use the Claude Analyzer

After every interview, use the Claude Analyzer to generate a detailed candidate analysis PDF. Follow these steps exactly:

1
Click the "Open Claude Analyzer" button above — it will open the analyzer in a new browser tab.
2
Upload the Google Meet transcript — upload the full transcript file, not the Gemini summary. The analyzer needs the raw conversation to score properly.
3
Upload their application — upload the candidate's application from Monday.com so the analyzer has their background info.
4
The analyzer automatically generates a PDF — it will open a new page in your browser with the full candidate analysis as a PDF.
5
Save the PDF to Google Drive — upload the PDF into the "Employee Analyzer" folder in Google Drive. If you haven't already, share that folder with peter@onejan.com.
6
Create a shareable link — right-click the PDF in Google Drive → "Get link" → set to "Anyone with the link can view." Copy that link.
7
Paste the link in Monday.com — go to the candidate's row in the Hiring Pipeline board and paste the shareable link into the AI Analyzer field. This lets everyone on the team view the analysis.
1

Getting StartedOverview & How to Use This Document

▶
Start Here — Watch the Training Video First

The Loom training video walks you through the full hiring process end to end. Watch it before reading this document. This SOP is your written companion — it covers everything in the video, plus two things the video does not cover:

  • Video Application Scoring Sheet — use every time you watch a candidate's video. Log the score in the Reference Notes field in Monday.com.
  • First Interview Scoring Sheet — use during and immediately after every first interview. Log the score in the First Interview Notes field in Monday.com.
★
Non-Negotiable Expectations
  • Monday.com must be fully updated before you leave every single day — no exceptions.
  • All times are always Mountain Time (MT) — every date, every invite, every message.
  • Follow-up rule: one reminder maximum. No response after that = mark as X and move on.
  • New applicants flow into the Applicants group automatically once they fill out the form.
🎥 Training Video
Loom Process Walkthrough
Watch the full walkthrough →
📋 Application Form
Add This Link to Every Job Ad
https://wkf.ms/3PhxiwP →
2

RolesPositions & Candidate Profiles

Always specify which position the applicant should select on the form. The manager will give you the specific avatar for each hire — below are the general profiles.

Position Ideal Candidate Profile
Appointments Center Appointment setting experience, high outflow capability, strong phone presence.
Service Representative Extensive client service experience, professional and process-oriented. Deals directly with clients.
Closer Proven sales and closing background, confident communicator, results-driven.
BCO Representative High outflow appointment setting experience AND the ability to be detail-oriented with paperwork. Best candidates can do both.
➕
Adding a New Position

In Monday.com, go to the Position Applied column → create a new label → type the name. It will automatically appear as an option on future application forms.

3

WorkflowStep-by-Step Hiring Process

Step 1
Post Ad
Add form link to all ads
Step 2
Outreach
Message good candidates on Indeed
Step 3
Review Apps
Score videos in Monday.com
Step 4
References
Collect before scheduling
Step 5–6
1st Interview
Schedule, send templates, score
Step 7–8
Mgr Interview
Schedule, log decision
1
Post the Job Ad & Add the Application Link
Form link
https://wkf.ms/3PhxiwP — place this in every job ad, every time.
Indeed questions
Always include exactly 3 screening questions on the Indeed ad. Instruct applicants to answer all three in their video application.
Video instruction
The form asks for a video link. Tell candidates to record a video answering the 3 questions on the ad, upload it, and share the link in the form.
Position label
State clearly in the ad which position they are applying for so they select the correct one on the form.
2
Review Indeed Applicants & Send Outreach
The situation
You may see 300 applicants on Indeed but only 15 who filled out the form. Go through the rest and identify the good ones.
Good candidates
Message them: "Hey, I saw you applied and your resume looks great. We'd love to get you set up for an interview — can you please fill out this application form so we can get you scheduled?" Include the form link.
Weak candidates
Mark them with an X in Indeed. Do not reach out.
Follow-up rule
One reminder only. If they don't respond quickly, mark as X. Lack of responsiveness = lack of interest.
Channels
WhatsApp AND email. WhatsApp is preferred for speed.
3
Manage Incoming Applications in Monday.com
Auto-population
When a candidate fills out the form, their name, email, WhatsApp, position, country, video link, and resume link automatically appear in the Applicants group.
Your job
Review each entry. Watch their video using the Video Scoring Sheet in Section 5. Read their resume. Decide if they are worth moving forward.
Video score
Log the score and your notes in the Reference Notes field in Monday.com.
Status options
Working On (still evaluating) · Past (moving forward) · Rejected (not proceeding)
Auto-move rule
Past or Working On → auto-moves to Active Candidates. Rejected → auto-moves to Denied / Archived.
4
Collect References
When
Once you've decided a candidate is worth interviewing, reach out for references before scheduling.
How to ask
Via WhatsApp and email: "Hi [Name], I'd like to set you up for an interview. Before we do, could you please send me a few professional references with their contact info and relationship to you?"
What to log
Fill in their reference contacts in Monday.com and paste your notes from reference conversations into the Reference Notes field.
5
Schedule & Send First Interview Confirmation
Date & time
Select the First Interview Date in Monday.com with exact date AND time — always Mountain Time.
Google Meet
Create a Google Meet titled: [Applicant Name] / [Role] + [Your Name] / One Janitorial. Activate the video link.
Meet description
Use the First Interview Google Meet Description template in Section 4 below.
Notify candidate
Send the First Interview Email AND WhatsApp templates from Section 4.
6
Conduct & Log the First Interview
During the call
Use the First Interview Scoring Sheet in Section 6. Start by asking for their 3 homework items. If they haven't done it — end the interview immediately.
Transcript link
After the interview, find the Google Transcript link (not the video — the transcript with the summary). Make sure it is shared with everyone at One Janitorial.
Log it
Paste the transcript link in Monday.com. Add your interview notes AND the score into the First Interview Notes field.
Update status
Past, Working On, or Rejected — update before end of day.
6b
Run the Claude Analyzer (After Every Interview)
Where
Click the 🔍 Open Claude Analyzer button at the top of this page (or in the bot header). It opens a Claude artifact in a new browser tab.
Step 1 — Transcript
Upload the Google Meet transcript — the full transcript file, not the Gemini summary. Your transcripts are saved in your Google Drive under Meet Recordings.
Step 2 — Application
Upload their application — the candidate's application from Monday.com so the analyzer has their background info.
Step 3 — Auto PDF
The analyzer automatically generates a PDF — it will open a new page in your browser with the full candidate analysis as a PDF.
Step 4 — Save to Drive
Upload/move the PDF into the "Employee Analyzer" folder in Google Drive. If you haven't already, share that folder with peter@onejan.com.
Step 5 — Create link
Right-click the PDF in Google Drive → "Get link" → set to "Anyone with the link can view." Copy that link.
Step 6 — Log in Monday
Paste the shareable link into the candidate's AI Analyzer field in Monday.com. This lets everyone on the team view the analysis.
★
This Is Required After Every First Interview

Do not skip the Claude Analyzer. Click the button, upload the transcript + application, save the PDF to the Employee Analyzer folder in Google Drive, create a shareable link, and paste it in Monday.com under AI Analyzer. This is the process step you follow after every single interview.

7
Schedule & Send Manager Interview Confirmation
Date & time
Enter Manager Interview Date in Monday.com with exact date AND time (Mountain Time).
Google Meet
Create a new Google Meet titled: [Applicant Name] / [Role] + [Manager Name] / One Janitorial. Activate the video link.
Meet description
Use the Manager Interview Google Meet Description template from Section 4.
Notify candidate
Send the Manager Interview Email AND WhatsApp templates from Section 4.
Notify manager
Send the manager a calendar invite with all the same details.
8
Log the Manager Interview & Get Decision
Manager's notes
After the interview, the manager will email you their notes. Paste them into the Manager Interview Notes field in Monday.com.
Transcript link
Because you created the invite, you'll have access to the Google Meet recording. Paste the transcript link in Monday.com.
Decision
Hired → auto-moves to Hired group. Rejected → auto-moves to Denied / Archived. Needs more time → leave as Working On.
Start date
If hired, enter their Start Date in Monday.com.
Manager field
Record which manager made the decision (e.g. Taylor) in the Manager Approved/Rejected field.
4

CommunicationEmail, WhatsApp & Google Meet Templates

★
How to Use These Templates

Use these exactly as written. Replace anything highlighted in [brackets] with the candidate's details. Send both the email and WhatsApp for every interview — never just one.

First Interview Templates
📧
Email — First Interview Confirmation
Subject: Your Interview with One Janitorial — [Date] at [Time] MT
Hi [Name], We're looking forward to speaking with you on [Day, Date] at [Time] Mountain Time. Here is your Google Meet link: [Insert Link] Before we get started, here is what we expect from every candidate: • Be early. At One Janitorial, early is the new on time. If you're joining at the exact start time, you're already late. • Have your camera on and working before the call begins. • Be in a quiet environment with no distractions. • Have a headset on — it is a requirement for every role here. • Have a speed test open and ready to show us during the call (fast.com or speedtest.net work great). Homework — this is not optional: Before this interview, you are required to: 1. Watch at least 2–3 videos on Peter Boland's YouTube channel: youtube.com/@thepeterboland 2. Read through our company website: onejan.com 3. Come prepared with 3 specific things you discovered — not generic compliments, but something that genuinely connects you to our mission, our culture, or the way we do business. We will be asking you to share these at the start of the interview. Vague or unprepared answers will end the conversation early. We are excited to meet you. Come prepared, come early, and come ready to show us who you are. Talk soon, [Your Name] One Janitorial
💬
WhatsApp — First Interview Confirmation
Hey [Name]! Just confirming your interview with One Janitorial is set for [Day, Date] at [Time] MT. Check your email for the full details and meeting link. Quick reminder — a few things we expect before we get on the call: ✅ Be early (early is the new on time here) ✅ Camera on and working ✅ Headset ready ✅ Quiet environment ✅ Speed test open and ready to share Also — do your homework before we talk: 📺 Watch 2–3 videos on Peter's YouTube: youtube.com/@thepeterboland 🌐 Read through our website: onejan.com Come ready to tell us 3 specific things you learned and why they connect to you and this role. We'll be asking at the start of the call. See you [Day]! 👊
🎥
Google Meet Description — First Interview
One Janitorial — First Interview [Candidate Name] / [Role] + [Your Name] / One Janitorial [Date] at [Time] Mountain Time ──────────────────────────────── BEFORE THE CALL — READ THIS FULLY ──────────────────────────────── ⏰ EARLY IS THE NEW ON TIME Joining at the start time means you're already late. Be in the meeting before it begins. 📷 CAMERA ON Your camera must be on and working before the call starts. No exceptions. 🎧 HEADSET ON A headset is required for every role at One Janitorial. Have it on before we start. 🔇 QUIET ENVIRONMENT Be in a space with no background noise, no interruptions. ⚡ INTERNET SPEED TEST READY Have fast.com or speedtest.net open so we can see your speed during the interview. ──────────────────────────────── YOUR HOMEWORK — THIS IS REQUIRED ──────────────────────────────── 1. Watch 2–3 videos on Peter Boland's YouTube: youtube.com/@thepeterboland 2. Read through our website: onejan.com 3. Come with 3 specific things you learned and why they connect to you and this role. We will ask you to share these at the start of the interview. Generic answers will end the conversation.
Manager Interview Templates
📧
Email — Manager Interview Confirmation
Subject: Next Step — Manager Interview with One Janitorial — [Date] at [Time] MT
Hi [Name], Congratulations on moving forward in the process. You've been scheduled for a manager interview on [Day, Date] at [Time] Mountain Time. Here is your Google Meet link: [Insert Link] A reminder of what we expect: • Be early. Early is the new on time at One Janitorial. • Have your camera on and working before the call begins. • Be in a quiet environment with no distractions. • Have a headset on — it is required for this role. Your preparation from the first interview still applies. If the manager asks what you know about the company or Peter's approach to business, you should have strong, specific answers ready. [Add any role-specific preparation the manager has requested here.] We'll see you [Day]. Come ready. [Your Name] One Janitorial
💬
WhatsApp — Manager Interview Confirmation
Hey [Name]! Great news — you've moved forward to the manager interview. 🎉 It's set for [Day, Date] at [Time] MT. Full details in your email. Reminders: ✅ Be early ✅ Camera on ✅ Headset ready ✅ Quiet space Come ready. This is your chance to show the manager what you're made of. See you [Day]! 👊
🎥
Google Meet Description — Manager Interview
One Janitorial — Manager Interview [Candidate Name] / [Role] + [Manager Name] / One Janitorial [Date] at [Time] Mountain Time ──────────────────────────────── BEFORE THE CALL — READ THIS FULLY ──────────────────────────────── ⏰ EARLY IS THE NEW ON TIME Joining at the start time means you're already late. Be in the meeting before it begins. 📷 CAMERA ON Your camera must be on and working before the call starts. 🎧 HEADSET ON A headset is required for every role at One Janitorial. Have it on before we start. 🔇 QUIET ENVIRONMENT Be in a space with no background noise, no interruptions. ──────────────────────────────── COME PREPARED ──────────────────────────────── You've already done your research on Peter's YouTube channel and our website. The manager may ask what you know about One Janitorial and why you want to be here specifically. Have strong, specific answers ready. [Add any role-specific prep notes from the manager here.]
5

EvaluationVideo Application Scoring Sheet

📌
Where to Log This in Monday.com

After scoring, enter the total score and your notes into the Reference Notes field in Monday.com for this candidate.

Candidate Name
Position Applied
Date Reviewed
Category 1 — Weak 2 — Decent 3 — Strong Score
1. Professionalism of Setup Messy background, bad lighting, no headset — clearly unprepared Acceptable environment, some effort made Clean background, good lighting, headset on — looks professional ___
2. Answered the Questions Ignored the questions or gave vague non-answers Answered most questions but missed key details Answered all 3 questions directly and clearly ___
3. Communication Clarity Hard to follow, rambling, filler words, low energy Decent but unpolished Clear, confident, easy to listen to — sounds phone-ready ___
4. Relevant Experience Nothing relevant mentioned Some relevant background but vague Specifically mentioned experience that matches the role ___
5. Enthusiasm & Coachability Flat, going through the motions — just wants any job Interested but generic Genuinely engaged, mentions something specific about the role or company ___
TOTAL SCORE   (out of 15)   → ___
ScoreDecisionWhat to Do
12 – 15✅ Fast-trackMove to Active Candidates immediately. Schedule first interview.
8 – 11🟡 Worth a lookNote your concerns. Move forward but flag for closer evaluation in the interview.
Below 8❌ PassMark as Rejected. Move to Denied / Archived.
★
Tiebreaker Question

If a candidate scores 8–11 and you're on the fence, watch the video a second time and ask yourself: "Would I want to hear this person's voice representing One Janitorial on the phone with a client?" If the honest answer is no — it's a pass.

6

EvaluationFirst Interview Scoring Sheet

📌
Where to Log This in Monday.com

After the interview, enter the total score and your notes into the First Interview Notes field in Monday.com for this candidate.

📚 Pre-Interview Homework Check — Complete Before Scoring Begins

Every candidate is required to complete this before the interview. Ask them to share their 3 things at the very start of the call.

1
Watch at least 2–3 videos on Peter Boland's YouTube channel: youtube.com/@thepeterboland
2
Read through the One Janitorial website: onejan.com
3
Come prepared with 3 specific things they discovered — not generic compliments. Something that genuinely connects them to One Janitorial's mission, culture, or way of doing business.
✕
No Homework = No Interview

If they show up with nothing prepared — end the interview immediately. Do not continue. Mark as Rejected in Monday.com.

Candidate Name
Position Applied
Interview Date
Category 1 — Weak 2 — Decent 3 — Strong Score
1. Punctuality & Preparation Late, camera not working, no headset — clearly unprepared On time but missing one or two prep items Early, camera on, headset ready, quiet space, speed test visible — fully ready ___
2. Homework Quality Vague, generic — clearly didn't watch or read anything Did the research but only recalls surface-level details Specific, thoughtful observations connecting them to Peter's philosophy and One Janitorial's mission ___
3. Communication & Phone Presence Hard to follow, low energy, talks over you or goes silent Acceptable but needs polish Clear, confident, professional — sounds like someone you'd trust on the phone with a client ___
4. Relevant Experience Can't speak to anything relevant, vague or generic Has some background but struggles to connect it to the role Clearly articulates past experience and draws a direct line to what this role requires ___
5. Process & Detail Orientation No evidence of following systems, can't describe managing workflows Mentions some structure but inconsistent Describes specific processes, talks about documentation and follow-up without being prompted ___
6. Coachability Defensive, makes excuses, thinks they already know it all Open to feedback but passive — just agrees without depth Owns past mistakes, asks smart questions, shows genuine hunger to grow ___
7. Reliability & Motivation Job-hopping with no explanation, inconsistent story, just wants any job Stable enough but motivation is purely financial Consistent history, accountable, motivated by growth and contribution — not just a paycheck ___
TOTAL SCORE   (out of 21)   → ___
ScoreDecisionWhat to Do
18 – 21✅ Strong YesRecommend to manager immediately. Schedule manager interview.
13 – 17🟡 PotentialNote specific concerns. Discuss with the manager before booking their interview.
Below 13❌ Do Not AdvanceReject and archive. Do not schedule a manager interview.
★
Tiebreaker Question

If a candidate scores 13–17 and you're on the fence, ask yourself: "Would I stake my reputation on recommending this person to the manager?" If you have to think too long — that's your answer.

7

Daily HabitEnd-of-Day Checklist

⚠
Complete This Every Day Before You Log Off

This is not optional. If it's not done before you leave, it's not done.

  • ✓
    Every applicant's status is updated in Monday.com
  • ✓
    All interview dates and times are entered (Mountain Time)
  • ✓
    All transcript links are pasted and shared with the full One Janitorial team
  • ✓
    Video scores are logged in the Reference Notes field in Monday.com
  • ✓
    First interview scores and notes are logged in the First Interview Notes field in Monday.com
  • ✓
    Claude Analyzer has been run for every completed interview — PDF saved to Employee Analyzer folder, shareable link pasted in AI Analyzer field in Monday.com
  • ✓
    Manager interview notes are logged from the manager's email
  • ✓
    Any hired candidates have a Start Date entered
  • ✓
    All X'd candidates on Indeed are marked and followed up appropriately
8

ReferenceQuick Reference — Everything in One Place

Item Detail
Application Formhttps://wkf.ms/3PhxiwP — place in ALL job ads
Training VideoWatch Loom walkthrough →
Peter's YouTubeyoutube.com/@thepeterboland — send to all candidates
Company Websiteonejan.com — send to all candidates
Time ZoneAll times are Mountain Time (MT) — always, no exceptions
Indeed QuestionsAlways 3 questions — candidates answer these in their video application
Follow-up Rule1 reminder maximum. No reply = X. Move on.
Outreach ChannelsWhatsApp (preferred) + Email — always both
Video Score → MondayLog in Reference Notes field
Interview Score → MondayLog in First Interview Notes field
Claude AnalyzerClick "Open Claude Analyzer" button → Upload Google Meet transcript + candidate application → Auto-generates PDF → Save to Employee Analyzer folder in Google Drive (share with peter@onejan.com) → Create shareable link → Paste in AI Analyzer field in Monday.com
Board Update DeadlineEnd of day, every day — no exceptions
Meet Title (Your Interview)[Applicant] / [Role] + [Your Name] / One Janitorial
Meet Title (Manager)[Applicant] / [Role] + [Manager Name] / One Janitorial
Transcript SharingShare with all @onejanitorial.com — use transcript link, not the video link
1

What & WhyOverview

What HR Posts vs. What BCO Posts
ℹ
HR Responsibility

HR posts: Inside sales closer, customer service representative, appointment setter, presenter, and similar office/remote roles.

⚠
BCO Responsibility — Do Not Post These

Cleaning subcontractor ads are handled exclusively by the BCO team. HR does not post or manage these.

★
Core Goal

We are not just filling seats. Every hire should be an A-player who already has the skill set we need and can hit the ground running. Never settle for "maybe they could grow into it."

2

Step by StepPosting a Job Ad

1
Confirm pay rate with the hiring manager first
Before posting, always double-check with Peter or the requesting manager that the compensation amount is correct. A wrong pay rate in a live ad is a serious problem.
2
Research the best job title
The title is what gets clicks. Research what title will attract the most qualified applicants for the role. Don't just copy a previous title without checking if it's optimal.
3
Clone a previous ad to pre-populate details
From the Indeed dashboard, select a previous similar ad — it will auto-populate most fields. Review every field carefully before continuing; don't assume everything carried over correctly.
4
Set correct country (never USA)
The country/language field often defaults to USA. We do not hire in the USA. Change it to the correct target country. See the Hire Regions section for allowed countries.
5
Set number of hires, pay range, and run time
Enter how many hires are needed, confirm the Canadian dollar pay rate, and choose either a 15-day run or continuous. If in a hurry, select Premium. If not, Standard is fine.
6
Add the Monday.com application form link
Include the HR pipeline form link in the ad so applicants can fill it out and auto-populate Monday.com. Attach it as a share form in the ad.
7
Include video + resume requirements
The ad must instruct applicants to submit a video (Google Drive or Loom link, publicly accessible) answering three role-specific questions, plus a resume. Applications without both will not be reviewed.
8
Write three screening questions for the video
Questions should be tailored to the role. Standard examples: (1) What was your longest tenure in a similar position? (2) What did your daily schedule look like — outbound call volume or ticket count? (3) Why are you no longer at your last job?
9
Add pre-screening question on Indeed
Set the minimum experience requirement (e.g. 2 years) in the Indeed screening questions section. Make sure this aligns with the role requirements.
10
Hit Save and Continue — ad is now live
Once submitted, the ad is live. You can now monitor incoming applicants from the Indeed dashboard.
3

Compensation RulesPay Policy

✕
Absolute Rule — Canadian Dollars Only

We pay in Canadian dollars only. We do not adjust pay based on USD, Mexican Peso, Philippine Peso, or any other currency. If an applicant asks how much that is in their currency, you may tell them — but their pay is always stated and issued in CAD.

How This Works in Practice
  • ✓
    If the rate is $1,600 CAD/month, that is what they receive. Whatever the exchange rate is that pay period, that is what converts to their local currency — we do not guarantee any equivalent in foreign currency.
  • ✓
    When listing pay on Indeed, always confirm the rate with the hiring manager before posting. Pay rates vary by city and role.
  • ✓
    You may inform candidates of the approximate USD or other equivalent if they ask — but always make clear the payment will be in CAD.
  • ✓
    Always present pay as a per-month figure in Canadian dollars in the ad and in all conversations.
4

Where We HireApproved Regions

✕
Never Hire in the USA

The country/language field on Indeed often defaults to USA. We never hire in the United States. Always correct this before posting.

🇵🇭
Philippines
Appointment setters, CS, BCO
🇿🇦
South Africa
All remote roles
🇳🇬
Nigeria
English-proficient candidates
🇭🇳
Honduras
Where available
🇲🇽
Mexico
Preferred when possible
🇨🇴
Colombia
Strong English candidates
ℹ
Language Standard

All candidates must have strong conversational English — comparable to or better than our current team members. If a specific city is required in the ad, Google to find which cities in that country have the highest English proficiency and target those.

5

Hiring FlowCandidate Pipeline

Stage 1
Application Review
Review all applicants on Indeed. Mark Yes / Maybe / No.
Stage 2
Video Submission
Message all Yes/Maybe candidates asking for their video + resume.
Stage 3
Video Review
Evaluate English quality, communication clarity, technology setup.
Stage 4
Interviews (5–6 min.)
Interview minimum 5–6 top A-players using the provided script. Record all sessions.
Stage 5
Manager Approval
Share recordings with Peter. Final hire only after manager sign-off.
★
The A-Player Rule

Never pick the best of a small group. Interview a minimum of 5–6 top candidates. We want to see the top 20% A-players before making any offer. If someone is a "maybe with training," they are a no.

What the Video Review Tells You
  • ✓
    English quality — Can they communicate clearly and professionally on a call?
  • ✓
    Communication style — Are they articulate? Do they explain things logically?
  • ✓
    Technology setup — Do they have a working camera, good internet, a professional environment?
  • ✓
    Tenure & experience — How long have they held similar roles? What was their daily output?
  • ✓
    Exit reason — Why did they leave their last job? Red flags show up here early.
ℹ
Applicants Who Don't Send a Video

Message them once asking for their video link. If they don't respond or send it, mark them as X and move on. Do not chase. The video is required — no exceptions.

✓
Interviews — What to Bring

When scheduling interviews, ask candidates to bring relevant examples of their work, past performance metrics, or anything that demonstrates their experience. Follow the interview script provided to you. Record every interview and share the recordings with Peter afterward.

⚠
Avatar Standards — Coming Soon

Peter will build out role-specific "ideal candidate" avatars for each position. Before going live with hiring for a new role, you will sit with an example hire (scheduled for Wednesday) to understand the standard we're looking for. Record that meeting and send Peter the recording.

6

Dashboard ManagementJob Status Guide

On the main Indeed dashboard, you can see how much you've spent on each ad, how many applicants have come in, and the current status of each posting. Understanding job status is critical to controlling spend.

Open
The ad is live and actively receiving applicants. You are being billed.
Pending
The ad has been submitted but is not yet approved or live. Awaiting Indeed review. Not yet billed.
Paused
The ad is not live. Billing is stopped. Use this when you need to temporarily halt without fully closing the ad.
Closed
The ad is fully closed. No longer live, no longer billing. All hired candidates remain in the record.
✕
Close Ads Once You've Hired — Do Not Leave Them Running

One of the most common and costly mistakes is leaving job ads open after a position is filled. Once a hire is made, close the ad immediately. Every day an ad runs on premium is money spent. Check open ads regularly and confirm they are still needed.

ℹ
Spend Visibility

The main Indeed dashboard shows the total spend per ad. Review this regularly so you can see exactly how much each job posting has cost. Flag any ad that has run for more than 15 days without producing strong candidates for Peter's review.

7

Standards & RulesExpectations

Expectation Standard Notes
Confirm pay rate before posting Must Do Check with Peter or the requesting manager every time — even if cloning an existing ad.
Country set to non-USA Must Do Default often shows USA. We never hire in the US. Always correct before posting.
Speak only in Canadian dollars Must Do In the ad and in all candidate conversations. You may convert if asked, but pay is always CAD.
Both video and resume required Must Do Applications missing either are not reviewed. This is non-negotiable.
Three role-specific questions in the video ask Must Do Write the questions inside the ad. Tailor them to the specific role — do not leave generic.
Message every qualifying applicant Must Do Even if 300 applied. Do not skip. We are looking for the best, not the quickest.
Interview minimum 5–6 top candidates Must Do Do not hire from a pool of 2–3. Ensure we've seen the top A-players before deciding.
Record all candidate interviews Must Do Share recordings with Peter. Manager sign-off required before any final hire.
Close ads after hiring Must Do Do not leave ads running after filling a role. Check open ads regularly.
Converting pay to other currencies for candidates Allowed You may share an approximate USD or local equivalent if asked — but always clarify it's paid in CAD.
Using Premium promotion Check First Use Premium when there's urgency. Standard is fine otherwise. Not every post needs Premium.
Posting cleaning subcontractor ads Never BCO handles all cleaning subcontractor ads. This is not HR's responsibility.
Hiring anyone based in the USA Never We do not hire in the United States under any circumstances.
Selecting a hire from a pool of 2–3 without manager review Never A common mistake. Always build a proper candidate shortlist and get manager approval.
8

Additional ContextWhat the Video Didn't Cover

These are important details about the Indeed dashboard and ad management that supplement the training video.

Spend Tracking on the Main Dashboard

On the main Indeed screen, you can see the total amount spent on each individual job ad. This is visible next to each posting in the dashboard view. Use this to:

  • ✓
    Monitor how much budget each role has consumed
  • ✓
    Flag any ads that are spending without producing quality applicants
  • ✓
    Confirm an ad should be closed once a hire has been made
  • ✓
    Identify ads running longer than 15 days that need Peter's review
Full Job Status Breakdown

The "Job Status" column in the dashboard tells you the exact state of each ad:

  • ✓
    Open — Ad is live, receiving applicants, and billing is active.
  • ✓
    Pending — Ad has been submitted to Indeed for approval but is not yet live. You are not yet being billed. This is a common holding state for new ads.
  • ✓
    Paused — Ad is not live and billing is stopped. The ad still exists and can be reactivated later. Use this when you need to temporarily pause hiring without losing the ad.
  • ✓
    Closed — Ad is permanently closed. No longer live, no longer billing. This is the correct status once a hire has been made. Previously hired candidates stay in the system for your records.
★
Billing Reminder

Indeed bills continuously for Open ads — especially Premium ones. Leaving an ad open after filling a role or during a hiring pause is a direct waste of budget. Make it a habit to audit open ads weekly and close anything that shouldn't be running.

Monday.com Form vs. Direct Applications

Not all applicants will fill out the Monday.com HR pipeline form — even when it's in the ad. Here's how to handle both scenarios:

  • ✓
    Form completed: Their information auto-populates into the Monday.com HR pipeline board. Review from there.
  • ✓
    No form submitted: Go back into Indeed, mark them Yes / Maybe / No, and message them directly through Indeed to ask them to fill out the form so you can proceed with an interview.
  • ✓
    No response after follow-up: Mark as X and move on. Don't chase indefinitely.
9

Reference MaterialTraining Video

Indeed Job Ads Training — One Janitorial
Open in Loom ↗
1

Role ProfileWho We Are Looking For

★
The Standard

Dials small business owners, office managers, and facility managers from a leads list in HubSpot. Script-guided but must sound completely human. Self-managed. Numbers-driven. Never folds on an objection. Booking is not the win — showing is.

Core Traits
1
Volume machine
Dials are non-negotiable. Hits their number every single day — not most days, not when the leads are good. Every day.
2
Objection absorber
Hears "not interested" as the start of a conversation, not the end. Has a natural response for every objection — doesn't sound rehearsed.
3
Human on the phone
Uses the script as a guide, not a crutch. Prospects don't hang up because they feel like they're being read at.
Core Traits (cont.)
4
Show-rate owner
Understands that booking isn't the win — showing is. Confirms, follows up, and does what it takes to get the prospect to appear.
5
Self-managed
Tracks their own numbers. Knows by midday whether they're on pace. Doesn't need a manager to tell them they're behind.
6
Lead-agnostic
Never blames the list. Works every lead like it could be the one. Cherry-picking is a firing offense in this role.
2

Instant Hire SignalWhat You Feel in the First 60 Seconds

★
The Unmistakable Yes

Put them on the spot in the interview — give them a cold objection and watch what happens. "We already have a cleaning company." "Not interested." "Send me something by email." The right person doesn't miss a beat. They stay warm, reframe, and keep the conversation moving. If they fold or go quiet — you have your answer right there.

When you throw an objection at them, they handle it smoothly without breaking stride
They know their dial numbers, booking numbers, and show rate — actual figures, not estimates
They talk about the script as something they've adapted and made their own
They describe a specific week their numbers were low and exactly what they changed
They have a show-rate follow-up routine and can describe each step
You hang up thinking: I would not mind if that person called me cold — they were that good
3

Candidate SignalsGreen Flags vs. Red Flags

Green Flags — Hire Signal
Knows their daily dial target and actual average — gives a real number without hesitating
Can describe their top 3 objection responses in detail — not just "I handle objections well"
Has a step-by-step show-rate sequence — confirmation, reminder text, day-of check-in
Talks about the script as a starting point they customized — not something read verbatim
Self-tracks in HubSpot — checks own numbers daily without being asked
Can describe a week their booking rate dropped and exactly what behavioral change fixed it
Red Flags — Stop the Process
"The leads weren't great" or "the list was old" — blaming anything external for low numbers
Can't give a dial number — "I'm not sure, it varied" means they weren't tracking
When you role-play an objection, they fold immediately or go straight to "I'll send you an email"
Describes the script as something they follow word for word, every time
No show-rate follow-up process — "I sent a calendar invite and hoped they showed"
Inconsistent history — strong months followed by invisible months with no explanation
4

Language SignalsWhat They Say vs. What They Don't

They say things like
"My target was 80 dials a day and I averaged 85. My booking rate was 6–8 per week. I tracked it in HubSpot every morning — if I was below pace by noon I'd cut my break and add a power hour before end of day."
"When someone says 'we already have a cleaning company,' I say 'most of our clients did too — that's actually why they called us. Can I ask, when's the last time your current company did a walkthrough with you?' That keeps it open."
"My show rate was around 70%. I had a three-step confirmation — calendar invite while still on the call, a text reminder the morning before, and a quick check-in 30 minutes before the appointment."
They don't say things like
"The leads I was given weren't very qualified — that made it hard to hit numbers." — Blaming the list. Disqualified.
"When someone says they're not interested I thank them for their time and move on." — That's surrendering to an objection, not handling one.
"I'm not sure exactly how many calls I made — it was a lot though." — No number means no accountability.
"Show rate wasn't really my responsibility — that was more on the sales side." — Half the job abandoned.
5

Interview FrameworkQuestions With Step-by-Step Probes

Question 1
Walk me through your exact daily routine in your last outbound role. When you logged in, what did you do first — and how did you manage your call blocks through the day?
Tests whether they had a real system or just picked up the phone randomly. A high performer has a daily structure they can describe without thinking.
Follow-up probes
What did you open first — your CRM, your dialer, your call list?
How many dials were you making per day — target and actual average?
How did you structure your call blocks — specific time windows?
What did you log in HubSpot after each call — walk me through an actual entry.
KPI probe: "What were your three main numbers — dials per day, bookings per week, show rate? What were the targets and what did you actually hit? Did you track yourself or wait for your manager?"
Disqualifying answers
"I just worked through the list." — No structure, no prioritization.
"My manager gave me the numbers at the end of the week." — Zero self-accountability.
Question 2 — Live Role Play
⚠
Do This Live — Do Not Skip

You cannot assess phone presence or objection handling from answers alone. After their opening, hit them cold with at least two of the objections below. This is the most important moment in the interview.

I'm going to be a prospect. You've just cold called me. Open the call — then I'll hit you with an objection.
Objections to throw — use at least two
"We already have a cleaning company." — Do they fold or reframe and keep going?
"I'm not interested." — Do they say "okay, sorry" or ask one more question?
"Just send me something by email." — Do they take the easy out or push for a time first?
"We're not in the budget for this right now." — Do they engage or accept it at face value?
After the role play, debrief: "Walk me through what you were thinking right then — why did you respond that way? What do you do when that objection doesn't work the first time?"
Disqualifying answers
Folds immediately on any objection — "okay, I'll send you an email" or "no problem, thanks."
Sounds robotic — clearly reciting rather than having a real conversation.
Gets flustered or apologetic when pushed — energy drops instead of holding steady.
Question 3
Tell me about a specific objection that used to trip you up. What was it, how did you handle it badly at first, and what does your response look like now?
Tests coachability and craft development. The best setters have evolved specific responses from real experience.
Follow-up probes
What exactly did you used to say when you heard that objection — word for word.
What made you realize it wasn't working?
What do you say now — walk me through the exact response.
Did your booking rate change after you fixed it? By how much?
Disqualifying answers
"I don't really have objections that trip me up." — No growth, no self-awareness.
Gives a theoretical answer with no real story behind it.
Question 4
Walk me through your exact process for making sure a booked appointment actually shows — step by step, from the moment they say yes to the moment the call starts.
Show rate is as important as booking rate. This question finds out who owns the full outcome vs. who stops at the booking.
What the right answer sounds like
Step 1: Calendar invite sent immediately while still on the call — not after.
Step 2: Confirmation text or email within the hour — brief, warm, specific time and link.
Step 3: Reminder the day before — call or text, confirm it's still in their calendar.
Step 4: Day-of check-in 30–60 minutes before — quick text confirming they're still on.
Step 5: Everything logged in HubSpot — confirmation attempts, responses, no-show reason if applicable.
KPI probe: "What was your show rate — out of every 10 appointments booked, how many actually showed? What did you do differently when your show rate dropped?"
Disqualifying answers
"I sent them a calendar invite and reminded them the day before." — Bare minimum, no ownership.
"Show rate wasn't something I tracked — that was more on the sales side." — Half the job abandoned.
Question 5
Tell me about a week where your numbers dropped. What happened, how did you figure out why, and what did you change?
Self-management and accountability test. A great setter can diagnose their own slump and fix it without being told.
Follow-up probes
When did you realize you were off pace — did you catch it yourself or did your manager flag it?
What specific change did you make — to your routine, your script, your call blocks?
How long did it take to recover and what did the numbers look like after?
Disqualifying answers
"The leads that week weren't great." — Blame. Full stop.
"My manager noticed and gave me some coaching." — Didn't catch it themselves. Passive.
Question 6
This role requires cold calling all day, every day — same script, same objections, same rejection. How do you keep your energy and tone consistent on call 60 the same as call 1?
Tone consistency is the hidden KPI nobody talks about. You need a behavioral answer — not a motivational one.
Follow-up probes
Give me a specific example — a day where you had to push through and your numbers still held up.
What do you do between calls to reset — is there a physical routine?
Has anyone ever listened to your late-afternoon calls vs. morning calls — what did they say?
Disqualifying answers
"I just stay positive and remember why I'm doing it." — Motivation speech, no behavioral content.
"Honestly the afternoon is tough — I try to take it easy after a certain point." — Confirmed drop-off.
Question 7
What does a manager need to know about working with you that most people don't say in an interview?
Self-awareness and honesty test. You want a real answer — a specific behavior, not a disguised strength.
Disqualifying answers
"I work too hard sometimes and forget to take breaks." — Classic non-answer.
"I'm very competitive — I always want to be number one." — A sales pitch, not self-awareness.
6

Live ScoringInterview Scorecard

Category1 — Weak2 — Decent3 — StrongScore
Punctuality & prepLate, camera off, no headset — unpreparedOn time but missing setup itemsEarly, cam on, headset ready, quiet space
Phone presence & toneFlat, robotic, low energy — wouldn't listen to them all dayClear enough but lacks natural warmthConfident, warm, human — a busy office manager would actually talk to them
Objection handling (live)Folds immediately — thanks them and moves onMakes an attempt but sounds scripted or hesitantHandles it smoothly, stays warm, reframes naturally — doesn't miss a beat
Volume & KPI awarenessCan't give dial numbers — "it varied"Gives a number but can't connect daily habits to hitting itKnows dials, bookings, show rate — states actual averages and daily habits that drove them
Script flexibilityReads it word for word — sounds exactly like a scriptFollows the framework but hasn't personalized itUses script as a guide — adapted specific sections, can explain why
Show-rate ownershipNo follow-up process — "I sent a calendar invite"Does some follow-up but inconsistentlyFull 3–5 step sequence — calendar, text, day-before reminder, day-of check-in, all logged in HubSpot
Self-managementWaited for manager to tell them where they stoodChecked numbers occasionally but no daily habitTracked own numbers daily — knew by midday if on pace and adjusted without being asked
Accountability vs. blameBlames leads, list, product — anything externalMostly owns it but slips into blame under pressureFull ownership — describes slump, diagnoses behavioral cause, names specific fix
Consistency & resilienceEnergy drops in the afternoon — confirmed by own answerMostly consistent but can't describe a behavioral reset routineSame output call 1 and call 60 — describes reset routine and a tough day where numbers still held
—/27
1–12 · Do not proceed
13–18 · Second interview — re-run the role play with harder objections
19–23 · Strong — move forward
24–27 · Put them on the phone. They're ready.
1

Role ProfileWho We Are Looking For

★
The Standard

Calls and emails applicants from HubSpot, vets them for fit, collects documents, and walks them through company contracts. This is not a passive admin role — it's an outbound hunter who can read people, hold a pipeline, and push a process to completion without hand-holding.

Core Traits
1
Outbound hunter
Doesn't wait for applicants to come to them. High daily call and email volume is a baseline, not a stretch goal.
2
People-reader
Spots red flags in real time — inconsistent stories, slow document delivery, attitude on the phone. Trusts their gut and acts on it.
3
Pipeline discipline
Every applicant tracked in HubSpot. They know exactly where each person is and what the next step is at all times.
Core Traits (cont.)
4
Pressure-tolerant
High volume, frequent ghosting, and constant follow-up don't rattle them. They treat it as the job, not as a problem.
5
Process closer
Gets applicants through every step — documents, contract review, onboarding. Doesn't leave people half-done in the pipeline.
6
Emotionally detached
Can cut a bad-fit applicant without guilt. When a cleaner flakes or lies, they log it, move on, and call the next person.
2

Instant Hire SignalWhat You Feel in the First 60 Seconds

★
The Unmistakable Yes

They sound like someone you'd trust on the phone with a cleaner applicant right now. Confident but not aggressive. Warm but not a pushover. When you describe the volume of calls this role requires, they don't blink — they ask what the daily target is. When you describe a flaky applicant, they already know what they'd do next.

When you describe high daily call volume, they ask "what's the target?" — not "how many is that?"
They can name their previous outbound numbers — calls per day, pipeline stages, document rates
They describe spotting a problem candidate with a specific story and a specific outcome
They talk about HubSpot like a tool they live in — not something they've "worked with"
They've stayed late to handle a gap situation and can walk through exactly what happened
You hang up thinking: that person will make 40 calls tomorrow and not complain about it
3

Candidate SignalsGreen Flags vs. Red Flags

Green Flags — Hire Signal
Knows their daily call numbers and can say what happened when they missed them
Describes a specific moment they identified a bad-fit applicant and cut them — with the exact behavioral reason
Has a follow-up sequence for ghosting applicants — specific steps and timing, not just "I tried again"
Talks about pipeline in stages — knows how many applicants are at each step at any given time
When a cleaner lied to them, they caught it — and can describe exactly what tipped them off
Treats rejection and ghosting as data, not as a personal failure
Red Flags — Stop the Process
"I prefer to build relationships before pushing the process." — Wrong role.
Can't name their previous outbound call volume or any metric they were measured on
Gave a bad-fit applicant "a second chance" with no behavioral reason — too soft on standards
Describes pipeline management as "keeping notes" — no CRM discipline, no stage tracking
Gets visibly uncomfortable describing cutting an applicant — takes it personally
Can't describe what they do when an applicant goes silent — "I just waited to hear back"
4

Language SignalsWhat They Say vs. What They Don't

They say things like
"I was averaging 45–50 outbound calls a day. My KPI was moving 8 applicants to the document stage per week. I tracked it in HubSpot every day — if I was below pace by Wednesday I'd adjust my morning block to add an extra call hour."
"I had an applicant who kept delaying documents. First delay — gave 24 hours and called back. Second delay — flagged it in HubSpot and told my manager. Third delay — moved them to inactive. That pattern almost always means they're not serious or they're hiding something."
"When someone goes quiet, I have a three-step sequence: same-day text, next-morning call, 48-hour email. If I get nothing after all three I close them out and log the reason."
They don't say things like
"I really like connecting with people and making sure they feel comfortable in the process." — Comfort is not the goal. Completion is.
"I tried calling them a few times but they weren't responding, so I gave them some space." — Gave them space. In a BCO pipeline. No.
"I felt bad cutting them because they seemed like they really wanted it." — Seeming like they want it is not the bar. Actions are the bar.
"I don't really remember how many calls I made — it was just a lot." — No number means no accountability.
5

Interview FrameworkQuestions With Step-by-Step Probes

Question 1
Walk me through your exact daily outreach routine in your last role. What did you do first when you logged in, and how did you decide who to call?
Immediately separates people with a real outbound system from people who winged it. A true BCO rep can describe this without pausing.
Follow-up probes
What CRM or tool did you open first and what did you look at?
How did you prioritize who to call — newest leads, oldest, most engaged?
How many calls were you making per day — what was your target and what did you actually hit?
What did you log in HubSpot after each call — walk me through an actual entry.
KPI probe: "What number were you measured on most closely — calls made, applicants moved to documents, completion rate? What was your target and what did you actually average?"
Disqualifying answers
"I just called everyone on my list." — No prioritization, no system.
"I don't remember the exact numbers — it was a lot." — No accountability to volume.
Question 2
Tell me about a specific applicant you decided not to move forward. What did you observe, what was the moment you made the call, and what did you do next?
The people-reading test. This is the core skill that separates a great BCO rep from an order-taker. You want specifics — what they heard, what felt wrong, what action they took.
Follow-up probes
What specifically did they say or do that raised the flag — give me the exact moment.
Was it one thing or a pattern? Walk me through the timeline.
Did you make the call yourself or did you escalate to your manager first?
How did you log it and communicate the decision?
People-reading probe: "If an applicant keeps delaying their documents — first delay, second delay, third delay — what does that tell you and what do you do at each stage?"
Disqualifying answers
"I gave them the benefit of the doubt because they seemed genuine." — Instinct overridden by emotion.
"I always passed the decision to my manager." — No independent judgment.
Question 3
An applicant goes silent after your first call — no reply to calls, no reply to texts. Walk me through your exact follow-up sequence, step by step.
Tests whether they have a structured ghosting protocol or just "try again." There is a right answer — specific steps, specific timing, and a clear cut-off point.
What the right answer sounds like
Step 1: Same-day follow-up — specific channel and exact timing.
Step 2: Next-morning attempt — different channel, brief and direct.
Step 3: 48-hour final attempt — email or CRM note, clear close-out message.
Step 4: Mark inactive in HubSpot with a reason logged — not just "no response."
Disqualifying answers
"I'd try a couple more times and then move on." — No structure, no timing, no logging.
"I'd give them a week or two — people get busy." — Pipeline discipline completely absent.
Question 4
Walk me through exactly how you get an applicant from first contact all the way to completing their documents and understanding the contract. What are the steps and where do most people drop off?
Tests process ownership end-to-end. A great BCO rep treats this like a sales funnel — they know every stage, every drop-off point, and what they do to recover lost applicants.
Follow-up probes
What do you say on the first call to get them interested — walk me through your opening.
At what point do you introduce the documents and how do you frame it so they actually send them?
Where in this process do most people drop off — and what do you do to recover them?
KPI probe: "What was your document completion rate? Out of every 10 people you spoke to, how many made it to a completed document package?"
Disqualifying answers
"I just explained the process and waited for them to send things in." — No active closing.
"I'm not sure what the drop-off rate was — my manager tracked that." — No pipeline awareness.
Question 5
Tell me about a time you had to handle an urgent coverage gap or last-minute situation. What happened and what did you do — step by step?
Stress and urgency test. This role will have moments where a cleaner no-shows and someone needs to scramble.
Follow-up probes
What time did you find out about the gap — how much notice did you have?
Who did you call first and why — what was your triage logic?
Did you resolve it yourself or escalate — what made you make that call?
What did you log afterward so it was visible to your manager?
Disqualifying answers
"I told my manager and they handled it." — Fine once. Was that always the pattern?
Question 6
What were your KPIs in your last role? Pick the one you were most focused on and tell me exactly what you did every day to hit it.
Non-negotiable. If they can't connect daily actions to a measured number, they've been operating without accountability.
Strong answer example: "My KPI was 8 applicants moved to the document stage per week. I tracked it myself in HubSpot daily. By Wednesday I always knew if I was on pace. If I was behind, I added a call block Thursday morning and prioritized warm leads — people who had already responded at least once."
Disqualifying answers
"My manager tracked our numbers — I just focused on doing my job." — Disconnected from accountability.
"I always hit my targets." How? "I just worked hard." — Disqualified.
Question 7
This role has days where you make 40+ calls, half the people don't answer, and 3 people who said yes yesterday go quiet today. How do you handle that mentally and what does your output look like on a day like that?
The resilience and consistency test. You are not looking for "I stay positive." You are looking for a specific behavioral description of what they actually do when the day is grinding.
Follow-up probes
Give me a specific example of a bad day like that — what did your numbers look like by end of day?
What do you do differently on a rough day vs. a good day — or does your output stay the same?
Have you ever had a week where you fell behind — what did you do to recover it?
Disqualifying answers
"I try to stay positive and remind myself it'll get better." — Emotional management, not behavioral consistency.
"Those days are tough — I usually take a break and reset." — Making a break the strategy is not acceptable.
6

Live ScoringInterview Scorecard

Category1 — Weak2 — Decent3 — StrongScore
Punctuality & prepLate, camera off, no headsetOn time but missing setup itemsEarly, cam on, headset ready, quiet space
Phone presenceFlat, low energy — wouldn't trust them on a callAcceptable — lacks confidence or warmthConfident, warm, clear — applicants would trust and respond
Outbound volume & processCan't describe a daily outreach routineHas structure but can't describe step by step or give numbersExact routine — prioritization, call targets, HubSpot logging — with real numbers
KPI awarenessCan't name a KPINames a KPI but can't connect behavior to hitting itNames KPI, states target, describes daily habits that moved the number
People-reading instinctRelies on what candidates say, not what they doHas a story but only caught obvious red flagsDescribes specific behavioral signals — document delays, tone shifts — and acted on them
Pipeline disciplineKept everyone until they decided — no active managementSome stage tracking but relies on memory or managerHubSpot-driven, knows stage counts, clear ghosting protocol with cut-off point
Process closingExplained and waited — no active follow-throughFollowed up but inconsistentlyOwns every step to completion — knows drop-off points, has a recovery move
Emotional detachmentGets attached — gives second chances based on feelingCan cut but visibly uncomfortable and slow to decideCuts cleanly based on behavioral evidence, logs the reason, moves on without guilt
Resilience & consistencyOutput drops on hard daysRecovers eventually but inconsistent week to weekSame output regardless of the day — describes a tough day where numbers still held
—/27
1–12 · Do not proceed
13–18 · Second interview only
19–23 · Strong — move forward
24–27 · This person will fill your pipeline.
1

Role ProfileWho We Are Looking For

★
The Standard

This is not a coordinator who fills out forms. This is the person who gets a new account from contract to first clean without dropping a single stage, who builds real relationships with ambassadors, who can tell when a subcontractor is struggling or lying, and who holds partners accountable without blowing up the relationship. They own every complaint that comes in and they solve it — they don't pass it up unless it's truly beyond their authority.

Core Traits
1
Stage-by-stage ownership
Tracks every account through every stage of onboarding. Nothing falls through the cracks — not a walkthrough, not a checklist item, not a 45-day meeting.
2
Partner reader
Can tell when a subcontractor is genuinely struggling vs. making excuses. Reads tone, delays, and patterns — not just what people say.
3
Proactive, not reactive
Doesn't wait for a complaint to show up. Checks in, catches issues early, and flags them before they become problems the client feels.
Core Traits (cont.)
4
Accountable to partners, not for them
Supports subcontractors with training and check-ins but never covers for poor performance. Holds the standard without apologizing for it.
5
Ambassador relationship builder
Finds ambassadors, briefs them properly, and maintains the relationship with structured 30/45-day meetings — not just when something goes wrong.
6
Complaint owner
When a partner complaint comes in, they own the resolution completely. Escalates only for major issues. Never passes the problem without a plan attached.
Primary KPI
Accounts onboarded
Per month, zero dropped stages
Primary KPI
Complaint resolution
Speed and quality of fix, not just closure
Supporting metric
Checklist completion
Every stage documented before moving forward
Supporting metric
Ambassador meetings
30/45-day cadence — no missed check-ins
2

Process OwnershipThe Onboarding Pipeline They Must Master

ℹ
Use This in the Interview

Walk the candidate through this pipeline and ask them where they've done each stage before, what went wrong, and how they tracked it. A strong candidate can map their past experience to every stage without prompting.

Stage 1
Contract Received
Account enters CRM. Rep initiates onboarding checklist and assigns timelines.
Stage 2
Subcontractor Match
Rep identifies and confirms the right subcontractor for the account. Briefs them on scope, expectations, and client.
Stage 3
Ambassador & Walkthrough
Rep finds an ambassador if needed, coordinates the building walkthrough with subcontractor and client.
Stage 4
First Clean
Rep confirms readiness, monitors first clean, and captures immediate feedback from client and subcontractor.
Stage 5
30/45-Day Check-In
Structured meeting with ambassador. Training flagged if needed. Complaints resolved. Account health confirmed.
⚠
Where Most Reps Fail

The drop-off almost always happens between Stage 3 and Stage 4 — the walkthrough gets done but nobody confirms the subcontractor is actually ready for the first clean. The second failure point is Stage 5 — the 30/45-day meeting gets pushed or skipped because the account "seems fine." The right person never lets either of these slide.

3

Instant Hire SignalWhat You Feel in the First 60 Seconds

★
The Unmistakable Yes

They talk about their past accounts like they owned them — not like they were processing paperwork. When you describe a subcontractor making excuses, they already know what they'd say back. When you describe a missed 45-day meeting, they look uncomfortable — because they've never let that happen. They don't just complete checklists. They understand why every item on the checklist matters and what breaks if it's skipped.

Can walk through a past onboarding step by step — including what went wrong and how they caught it
When you describe a partner making excuses, they describe exactly what they'd say — specific words, specific tone
They know what their onboarding KPIs were and can say whether they hit them and why
They've had a hard conversation with a subcontractor and can tell you word for word how it went
They describe ambassador relationships with specific names, histories, and follow-up actions — not just "I maintained relationships"
You hang up thinking: every account they touch will be in better shape than when they found it
4

Candidate SignalsGreen Flags vs. Red Flags

Green Flags — Hire Signal
Describes onboarding stages step by step without being asked — knows the process cold
Has a specific story of catching a subcontractor problem early — before the client noticed
Can describe a hard conversation with a partner — what they said, how the partner responded, what changed
Talks about ambassador relationships with specific follow-up cadences — not just "I checked in regularly"
When a complaint came in, they owned the resolution — can describe exactly what they did step by step
Describes a time they flagged a subcontractor issue to their manager before it became a client problem
Talks about checklists as tools for quality — not as admin tasks to get through
Red Flags — Stop the Process
"I always made sure partners were happy" — no specifics on how, no examples of tension or difficulty
Describes complaints as something they "passed to management" — no ownership, no resolution steps
Can't describe a time a subcontractor underperformed and what they actually did about it
Talks about checklists as something they completed — not as something they enforced on others
"I trusted my partners to do their job" — no verification, no check-ins, no proactive monitoring
When describing a problem partner, their response was to accommodate — not to address the behavior
No awareness of patterns — "each situation was different" with no ability to identify red flag behaviors
5

Language SignalsWhat They Say vs. What They Don't

They say things like
"I had an account where the subcontractor said they were ready for the first clean but something felt off — they were slow on checklist items and their responses were vague. I called them the day before and asked them to walk me through their supply list. They couldn't. I delayed the first clean by 48 hours, got them sorted, and the client never knew there was an issue."
"My ambassador check-ins were non-negotiable. I put them in the calendar the day the account was set up — 30 days and 45 days out. I'd send a pre-meeting email 48 hours before with three specific questions so the meeting wasn't just small talk. If I got pushback I'd reschedule, not cancel."
"When a partner complaint came in I owned it. My first step was always to call the partner — not email — within the hour. I'd let them talk, get the full picture, and then tell them specifically what I was going to do and by when. I never closed a complaint without confirming with the partner that it was actually resolved."
"I could usually tell within two weeks of onboarding whether a subcontractor was going to be a problem. If they were slow on documents, vague on questions, or overly confident without details — those were the ones that created issues at the first clean. I learned to flag those early."
They don't say things like
"I always kept partners happy and made sure they had what they needed." — How? What did you actually do? No answer.
"If there was a complaint I'd let my manager know and we'd figure it out together." — You don't own it. You share it. That's not this role.
"I trusted my subcontractors to follow the process — they're professionals." — Trust without verification is how accounts fail at first clean.
"The 45-day meetings were more of a check-in — not always formal." — Not formal means not tracked, not logged, not accountable.
"I filled out the checklist after each stage was done." — Filled it out, or made sure each item was actually complete before moving forward?
6

Interview FrameworkQuestions With Step-by-Step Probes

Question 1
Walk me through the last account you onboarded from start to finish. What were the stages, what did you own at each one, and where did you hit friction?
The single best question for this role. A real BCO Setup Rep can describe a full onboarding in detail — what they did, what they tracked, where it almost went wrong, and how they caught it. Vague answers here are a full stop.
Follow-up probes
What did you do the day the contract came in — walk me through your first three actions.
How did you select and brief the subcontractor — what information did you give them and what did you verify before moving forward?
How did you find the ambassador for that account and how did you prepare them for the walkthrough?
What did you check in the 48 hours before the first clean to confirm everything was ready?
What happened at the 30/45-day check-in — what did you find and what did you do about it?
KPI probe: "How many accounts were you onboarding per month? How did you track whether each one completed every stage on time? What happened when one fell behind?"
Disqualifying answers
"I coordinated with the team to make sure everything was covered." — Who did what? What did you personally own?
Can't describe the walkthrough or first clean prep steps — only knows the start and end of the process.
Question 2
Tell me about a subcontractor who wasn't performing. How did you know before it became a client complaint, and what did you do about it — step by step?
The people-reading and proactive intervention test. The right person catches this in the signals — slow responses, vague answers, missing checklist items — not after the client calls. You want the exact conversation they had with the subcontractor, not a general description of what they "addressed."
Follow-up probes
What were the first signs something was off — what specifically did you observe?
What did you say to the subcontractor when you raised it — walk me through that conversation word for word.
Did the subcontractor push back? What did they say and how did you respond?
What was the outcome — did the subcontractor improve, or did you escalate or replace them?
Did the client ever find out there was an issue? How did you manage that side of it?
People-reading probe: "If a subcontractor is consistently slow on your messages but says everything is fine when you call — what does that tell you and what do you do next?"
Disqualifying answers
"I gave them feedback and they improved." — What feedback? What conversation? What exactly changed?
"I escalated it to my manager." — Did they ever handle one themselves? What would they do if the manager wasn't available?
Question 3
Tell me about a partner complaint you received. Walk me through exactly what you did from the moment it came in to the moment it was closed.
Complaint ownership test. You want to hear that they called within the hour, got the full picture, gave a specific action plan, followed through, and confirmed resolution with the partner. Anything less is a partial answer.
Follow-up probes
What was the complaint — what had gone wrong?
What did you do in the first 30 minutes after receiving it?
What did you tell the partner — walk me through what you said.
What was the fix — and how long did it take?
How did you confirm with the partner that the issue was actually resolved — not just closed on your end?
What did you log in the CRM and what did you flag to your manager?
Disqualifying answers
"I looked into it and got back to them." — When? What did you find? What did you say?
"I forwarded it to the right person." — Who owns partner complaints in this role? You do.
Question 4
Walk me through how you manage your ambassador relationships. How do you find them, how do you brief them, and what does a 30/45-day meeting actually look like when you run one?
Ambassador management is a unique skill in this role. The right person treats it like a structured account management process — not a casual catch-up. You want specific meeting agendas, specific questions they ask, and specific things they do when a meeting reveals a problem.
Follow-up probes
How do you identify who the right ambassador is for a building — what are you looking for?
What do you tell them in the briefing — walk me through what you cover.
What does a 30-day check-in look like — what questions do you ask and what are you listening for?
What do you do if an ambassador raises a concern in that meeting — what's your process?
Has an ambassador ever gone quiet or stopped engaging — how did you handle that?
KPI probe: "How did you track whether your 30 and 45-day meetings were happening on schedule? Was that something you managed yourself or did your manager monitor it?"
Disqualifying answers
"I touched base with them regularly." — How often? What did you cover? What happened if something came up?
"We just checked in to make sure things were going well." — That's not a meeting. That's a chat. Push for structure.
Question 5
Tell me about a time you identified that a subcontractor needed training. How did you figure out what they needed, how did you deliver it, and how did you know it worked?
Training support is part of this role — but only when it's behaviorally specific. The right person doesn't just "offer support." They diagnose the gap, deliver something targeted, and measure the outcome.
Follow-up probes
How did you identify that training was the issue — and not just poor performance or attitude?
What specifically did you train them on — walk me through what you covered and how.
How did you follow up to check whether it stuck — what did you look for?
What would you do if you provided training and the subcontractor still didn't improve?
Disqualifying answers
"I sent them our training materials and followed up." — Did they actually improve? How do you know?
"I referred them to my manager for training." — Could they identify the gap and deliver something themselves?
Question 6
You are managing five accounts in onboarding at the same time — two are in the walkthrough stage, one just had their first clean, and two have 45-day meetings this week. Walk me through how you organize your day.
Multi-account management test. The right person has a real system — not a general answer about being "organized." You want to hear about how they use the CRM, how they prioritize, and what they do when something urgent pulls them away from a scheduled task.
Follow-up probes
What does your CRM look like — how do you track where each account is?
How do you decide what gets your attention first on a day like that?
What happens to the lower-priority accounts when something urgent comes up — how do you make sure nothing gets dropped?
Have you ever had an account fall behind because you were managing too many at once — what happened and what did you change?
KPI probe: "How many active onboardings were you managing at peak? What was your process for making sure none of them missed a stage?"
Disqualifying answers
"I just prioritized what was most urgent." — How did you decide what was urgent? What system did you use?
"I relied on my manager to help me prioritize when it got busy." — Who owns the accounts? You do.
Question 7
What does a manager need to know about working with you that most people don't say in interviews?
Self-awareness test. The best candidates are specific and honest. They name a real behavioral pattern — not a disguised strength. Push for an example if they go vague.
If they go vague, push with
"Give me a specific example of when that showed up at work."
"How did your manager need to adjust because of it — or how did it create friction?"
Disqualifying answers
"I'm a perfectionist — I sometimes spend too long on things." — Not self-awareness. A sales pitch.
"I work too hard sometimes." — Classic deflection. Push harder.
7

Live ScoringInterview Scorecard

Category 1 — Weak 2 — Decent 3 — Strong Score
Punctuality & prep Late, camera off, no headset — unprepared On time but missing setup items Early, cam on, headset ready, quiet space — fully set
Communication quality Hard to follow, vague, no energy Clear enough but lacks precision or warmth Clear, professional, warm — you'd trust them with a partner call today
Onboarding process knowledge Can't describe stages — gave a general overview with no specifics Knows some stages but can't walk through their own ownership at each one Describes full onboarding step by step — what they did, what they tracked, where friction happened
KPI awareness Can't name a KPI — "my manager tracked that" Names KPIs but can't connect daily behavior to hitting them Names KPIs, states targets, describes daily habits that moved the numbers — tracked themselves
People-reading instinct Takes what partners say at face value — no behavioral pattern recognition Noticed obvious problems but only after they surfaced — couldn't describe early signals Describes specific early warning signals — slow responses, vague answers, missing items — and acted before the client felt it
Partner accountability Avoids difficult conversations — accommodates poor performance to keep peace Can raise issues but backs down when partners push back Has the hard conversation clearly — describes what they said, how the partner responded, what changed as a result
Complaint ownership Passes complaints to manager — no resolution ownership Handles some complaints but relies on manager for direction Owns every complaint fully — calls within the hour, gives a plan, follows through, confirms resolution with the partner
Ambassador management "I checked in regularly" — no structure, no cadence, no agenda Has some structure but meetings are informal and not consistently tracked Structured 30/45-day meetings with specific questions, logged in CRM, action items from every session
Multi-account organisation No real system — relies on memory or manager to track what's happening Has a system but it breaks down under volume — accounts have slipped through before CRM-driven, stage-tracked, can describe exactly how they manage 5+ accounts at once without dropping a stage
Proactive vs. reactive Only shows up when something breaks — reactive by default Checks in occasionally but doesn't have a system for early detection Proactively flags issues before they reach the client — has specific examples of catching problems early
—/30
1–14 · Do not proceed
15–20 · Second interview only — push hard on complaint ownership and people-reading
21–26 · Strong candidate — move forward
27–30 · Every account they touch will be in better shape. Bring them on.
1

Role ProfileWho We Are Looking For

★
The Standard

Primarily CRM and email (80%), voice calls (20%). Covers Mountain/Pacific time. Interacts daily with clients and subcontractors. Strong English required — accent acceptable, quality non-negotiable.

Core Traits
1
Ownership mentality
Treats every client issue as personally theirs to solve. Doesn't wait to be told — they just handle it.
2
Relentless follow-through
Zero dropped balls. If they say they'll do something, it's done. Nobody has to chase them.
3
Written precision
Emails and CRM notes are clean, professional, and complete. Clients trust them on paper.
Core Traits (cont.)
4
Warmth under pressure
When a client is upset, they stay calm, sound genuine, and make the person feel heard before solving.
5
Team instinct
When their queue is quiet, they look left and right — not at the clock.
6
Accountability reflex
First response to a mistake is "here's what I did and here's how I fixed it" — not an excuse.
2

Instant Hire SignalWhat You Feel in the First 60 Seconds

★
The Unmistakable Yes

They're early. Camera on. Energy up. The feeling alone isn't enough — it has to be backed by specific actions, real steps, and measurable results. If they can't tell you exactly what they did and what happened because of it, the energy is just packaging.

They describe processes step by step without being asked to slow down
They know their KPIs and can connect daily actions to those numbers
Every example has a beginning, a specific action, and a measurable result
They name tools, steps, and outcomes — not just intentions
They've helped a teammate and describe exactly what they did — not just that they "pitched in"
You hang up thinking: I know exactly what this person does all day — and it's the right things
3

Candidate SignalsGreen Flags vs. Red Flags

Green Flags — Hire Signal
Can walk through their daily workflow step by step — what they open first, how they prioritize, when they escalate
Names KPIs unprompted and explains how daily actions moved those numbers
Client examples have specific actions: "I called, said X, they said Y, I did Z, here's what happened"
Helping a teammate means exact steps — checked with manager, asked where they were stuck, took specific tasks, kept them in the loop
Owns mistakes with a specific process fix — not "I was more careful"
Can answer "what happened to your response time when you changed that?" — they tracked it
Red Flags — Stop the Process
"I'm very organized" — but can't describe the actual system they used
"I always helped my team" — but can't name one specific time, what they did, or the outcome
"I handled client issues well" — no example with real steps or resolution
Can't name a single KPI from their last role — no awareness of how their work was measured
When pressed for specifics, repeats the same general statement louder
"I just knew what needed to be done" — no process, no structure, no repeatable behavior
4

Language SignalsWhat They Say vs. What They Don't

They say things like
"My KPI was first-response time under 2 hours. I tracked it myself in the CRM every week. When I slipped to 2.5 hours I found I was batching instead of triaging — changed it, back under target in 3 days."
"When a client complained, my process was: call within 15 minutes — never email first — acknowledge the miss directly, give them a makeup date before the call ends, log every step in HubSpot with a follow-up date."
"My teammate had 40 open tickets and I had 12. I asked my manager if I could help. I asked my teammate which were highest priority, took 10, handled them, updated the CRM notes, and sent her a summary so she was still in the loop."
They don't say things like
"I always made sure clients were happy. I really care about customer service." — No steps, no example, no outcome.
"I helped my teammates all the time. We had a great team culture." — What did you actually do? No answer.
"I don't really remember my KPIs — our manager tracked that." — No awareness of how work connected to results.
"I went above and beyond all the time. My manager always praised me." — Praised for what? "Just for being reliable." Still no steps.
5

Interview FrameworkQuestions With Step-by-Step Probes

Question 1
Walk me through your exact daily routine in your last client-facing role. Start from when you logged in — what did you do first, second, third?
Tests whether they have a real repeatable process or just showed up and reacted. A person with structure can describe it without hesitating.
Follow-up probes
What tool did you open first — walk me through exactly what you looked at.
How did you decide what to handle first when you had 10 things waiting?
What did your CRM notes look like at end of day — describe a real entry.
KPI probe: "What were you measured on in that role? What did your manager look at to know you were doing well? How did your daily routine directly affect those numbers?"
Disqualifying answers
"I just handled whatever came in." — No system, no process.
"My manager told me what to prioritize." — No independent process thinking.
Question 2
Tell me about a specific time you had a difficult or upset client. Walk me through every step you took — start to finish.
The single most important question. Can't be faked with a prepared answer if you probe deep enough.
Follow-up probes
What did you say in the first 30 seconds of that call or email?
Did you have authority to fix it yourself or did you need to escalate? What was that process?
What did you log in the CRM after? What did the note say?
What was the client's response after you resolved it?
KPI probe: "Was client satisfaction or retention a KPI? Did this interaction affect your numbers? How did you track it?"
Disqualifying answers
"I calmed them down and resolved the issue." — How? What words? What steps?
"I passed it to my manager." — Fine once, but was that their default?
Question 3
Tell me about a time you made a mistake at work. Walk me through what happened, what you did about it, and what changed in your process after.
Tests accountability and whether they actually changed behavior — or just said sorry and moved on.
Follow-up probes
When did you realize the mistake — did you catch it or did someone tell you?
Who did you tell and how — verbally, email, in the CRM?
What specific step did you add to your process so it wouldn't happen again?
Disqualifying answers
"I just made sure to be more careful after that." — Not a process change. Not behavioral.
"I can't think of a specific mistake right now." — No self-awareness or hiding something.
Question 4
Tell me about a time your queue was caught up and a teammate was clearly overwhelmed. What exactly did you do — step by step?
Team instinct test. You want a specific sequence that shows initiative, judgment, and respect for process.
What the right answer sounds like — step by step
Step 1: I noticed they were struggling — here's how I could tell.
Step 2: I checked with my manager first — confirmed I had bandwidth and got the go-ahead.
Step 3: I went to my teammate and asked where they needed the most help — I didn't assume.
Step 4: I took specific tasks — here's exactly what they were and how I handled them.
Step 5: I kept my teammate in the loop so they weren't out of the picture on their own work.
Disqualifying answers
"I always helped when I could." — When specifically? What did you do?
"I covered for them." — Covered how? What tasks? What did they take back?
Question 5
What were your KPIs in your last role? Pick the one you were most focused on and tell me exactly what behaviors — day to day — you used to hit it.
Non-negotiable. If they can't connect daily actions to a measured number, they've been operating without accountability.
Follow-up probes
What was the target — the actual number?
Did you track it yourself or wait for your manager to tell you?
Did you ever miss the target? What did you change?
Strong answer example: "My KPI was first-response time under 2 hours. I tracked it every morning. When I slipped one week, I found I was answering easiest first — not oldest first. I changed that and was back under target within a week."
Disqualifying answers
"I'm not sure what my KPIs were — my manager handled tracking." — Complete disconnect.
"I always hit my targets." How? "I just worked hard." — Disqualified.
Question 6
This role sometimes has urgent client issues outside regular hours. Tell me about a specific time you handled something outside your normal hours — what happened and what did you do?
Don't ask if they're okay with it in theory. Ask for evidence they've already done it.
Disqualifying answers
"I would be fine with that." — Future tense. No evidence. Push for a real example.
Question 7
What does a manager need to know about working with you that most people don't say in interviews?
Self-awareness test. Great candidates are honest and specific. Weak candidates give you a strength disguised as a weakness.
Disqualifying answers
"I work too hard sometimes." — Classic deflection. Not behavioral, not honest.
"I'm very detail-oriented." — That's a job requirement, not self-awareness.
6

Live ScoringInterview Scorecard

Category1 — Weak2 — Decent3 — StrongScore
Punctuality & prepLate, camera off, no headset — unpreparedOn time but missing setup itemsEarly, cam on, headset ready, quiet space
Company researchCan't name anything specific about One JanitorialSurface knowledge onlySpecific observations — understands our model
Communication qualityHard to follow, low energy, talks over youAcceptable — needs polishClear, warm, confident — trusted on a client call today
Process & daily structureCan't describe a daily workflowHas structure but can't walk through it step by stepExact daily steps — tools, triage, CRM habits — unprompted
KPI awarenessCan't name a KPI — "my manager tracked that"Names a KPI but can't connect behavior to hitting itNames KPI, states target, describes daily habits that moved the number
Client handlingVague — "I resolved it" with no stepsHas an example but can't walk through each stepFull step-by-step — what they said, did, logged, how client responded
AccountabilityBlames others or can't think of a mistakeOwns it but "was more careful" — no process changeOwns it, names the specific step added, can say whether it worked
Initiative & team behavior"I always helped" — no steps, no exampleHas an example but vague on what they didSpecific sequence: noticed gap → checked manager → asked teammate → took tasks → kept them in loop
Reliability & motivationJob-hopping, purely financial motivationStable but motivation is vagueConsistent history, driven by growth with specific examples
—/27
1–12 · Do not proceed
13–18 · Second interview only
19–23 · Strong — move forward
24–27 · Bring them on.
1

Post-HireOnboarding & HR Operations Overview

★
What This Section Covers

Everything that happens after the hiring decision is made — from sending the employment contract through account setup, onboarding emails, time tracking, leave management, payroll basics, and termination procedures. This is the operational backbone of HR at One Janitorial.

ℹ
Key Contacts

Clarissa Ramas — handles payroll preparation, license/seat purchases, and account administration. Notify her whenever seats are full, new licenses are needed, or pay rate changes occur. She has been with Peter since 2018.

Step 1
Contract
Send & get signed via SignNow
Step 2
Google Account
Create @onejan.com email
Step 3
RingCentral
Recycle or assign seat
Step 4
HubSpot
Create user from scratch
Step 5
Onboarding Email
Send all logins & links
Step 6
Time & Leave
Add to tracking systems
2

Step 1Sending the Employment Contract

1
Open SignNow & Select Template
Login
Log into SignNow using the all@onejan.com account. Password: future2026!
Template
Go to Templates → select the Overseas template. Almost all contracts are overseas.
Note
Google Signature is almost identical to SignNow. The only difference: SignNow allows you to set signatory sequence (1st signer, 2nd signer, 3rd signer). Google Signature does not.
2
Fill In the Contract Details
Page 1 — Date
Change the date to today's date.
Page 1 — Name
Enter the full name of the new hire.
Start date
Enter the employee's starting date.
Article 3 — Position
Enter their position title. If the employee does not report directly to Peter, cross out that line and add a note with the correct manager's name.
Article 9 — Pay
Enter the pay rate. Always specify Canadian dollars — e.g. "1,600 CAD per month." Be explicit. This is the #1 area new hires question.
3
Assign Signatories & Send
Company rep
Your email address goes in as the company representative signature.
New hire
Assign the new hire as a signatory — they receive the contract and sign digitally.
Send
Save and Send. Do not proceed with account setup until the contract is signed.
⚠
Contract Changes After Hire

If an employee's position changes or their pay rate is adjusted after hiring, a new contract must be issued. Flag the change to Clarissa with a color-coded note on the attendance sheet and send her a direct message.

3

Steps 2–4Internal Account Setup

★
Setup Order Matters

Always create accounts in this order: Google Workspace first, then RingCentral, then HubSpot. The Google account is the foundation — the employee needs it before the other tools work.

Step 2 — Google Workspace (G Suite)
A
Create a New Google Account
Admin portal
Log into admin.google.com with your admin credentials.
Add user
Click Add User. Enter the new hire's name. For the email domain, always choose @onejan.com — never the old .ca domain.
Password
After creating the account, click Reset Password and set it to the generic: onejan2026. The employee will change it on first login.
Billing
Google charges per seat used — creating new accounts is fine. You only pay for what you use.
B
Deactivating / Terminating a Google Account
Delete user
Find the user → click Delete User → Continue.
Transfer data
Critical: Before deleting, transfer all data (Drive files, future emails) to all@onejan.com. This is the company's main email account.
Email forwarding
If the terminated employee was a manager: set up email forwarding rules under Routing → Add Rule → Single Recipient → enter the replacement's email.
30-day window
Google gives you ~30 days to recover a deactivated account. After that, it's gone permanently.
Step 3 — RingCentral
A
Assign a RingCentral Seat (Recycle)
Admin portal
Log into the RingCentral Admin Portal.
Find a seat
Go to Manage Users. Look for any user marked with a red X — these are terminated employees with available seats. You can choose any of them.
Reset & assign
Click Actions → Reset and Assign. Select Call Group → Every Call Monitoring. Click Next.
New hire details
Enter the new hire's name and email. Click Verify Uniqueness.
Recording
Check "Inbound/Outbound" to enable automatic call recording. Then click Reset and Assign.
B
Deactivating a RingCentral Account
Disable
Find the user → change their Status to Disabled. The seat becomes available for recycling.
Seats full?
If all seats are taken and no red-X accounts are available, notify Clarissa before purchasing a new license.
Step 4 — HubSpot
A
Create a HubSpot User
Navigate
Go to Settings (gear icon) → Users and Teams → Create User.
From scratch
Always create "from scratch" — never use a template (e.g. "Sales Manager"). Templates grant admin permissions that new hires should not have.
Send invite
Enter the new hire's email → send the invitation. They'll receive a link to set up their HubSpot access.
Available seats
Currently: 3 Service seats and 5 Sales seats available. If all seats are filled, notify Clarissa for approval before purchasing.
B
Deactivating a HubSpot Account
Deactivate
When an employee is terminated, deactivate their account to free up the seat for recycling.
✕
Always Notify Clarissa

Every time you add or purchase a new seat or plan in any tool (Google, RingCentral, HubSpot), let Clarissa know. She tracks licensing costs. Right now we are recycling existing seats wherever possible.

4

Step 5Sending the Onboarding Email

1
Open the HubSpot Onboarding Template
Navigate
In HubSpot, go to CRM → Message Templates → select "Welcome to the Board".
Template base
The template is pre-built with all standard onboarding information. You customize it per hire.
2
Customize for the New Hire
Name
Add the new hire's name to the welcome greeting.
Overseas vs Canada
Overseas hires: Remove the tax form section. Canadian hires: Keep the tax form.
Monday kickoff
Update the Monday kickoff meeting link to the correct one for this hire.
Email & password
Add their new @onejan.com email address and the generic password: onejan2026.
Remove old course
Remove the "basic course" section — it is no longer applicable and should not be sent to new hires.
3
Include All Login Details
Google login
Their @onejan.com email + password (onejan2026, they change on first login).
RingCentral
Download link + login credentials. Optionally include their direct line and the main company line (visible in RC admin).
HubSpot
Include the HubSpot invitation link you sent during account creation.
Time clock form
Include the Monday.com clock-in/clock-out form link. Add a note: "You must log in and out every working day starting day one."
5

Step 6Time & Attendance Tracking

Daily Clock-In / Clock-Out
1
Monday.com form
All employees use the Monday.com time clock form to log in and out every day. The link must be included in their onboarding email.
2
New hires
When someone is hired, add them to the attendance summary sheet. When terminated, add a note so nothing is missed at payroll.
3
Friday update
Every Friday by EOD — update the attendance summary sheet. Clarissa uses this for payroll preparation. Peter sometimes requests total department hours.
Attendance Sheet Rules
1
Color coding
Mark all under-time and absences in red so Clarissa can quickly identify and deduct during payroll.
2
Rate changes
If an employee's pay rate changes, add a highlighted color-coded note on the sheet + send Clarissa a direct message.
3
New pay periods
At the start of each new pay period, duplicate the sheet, update the date, remove terminated employees, and add any new hires.
6

PolicyLeave & Vacation

Paid Leave — 5 Days / Year
1
Eligibility
After 3 months of employment, each employee earns 5 paid leave days per year.
2
Valid use
Can only be used for scheduled leave (planned in advance) or real emergencies.
3
Advance notice
2 weeks (10 business days) advance notice required for paid leave. No back-dated requests. Everything must be set up while they're gone.
4
Emergency leave
Unforeseen emergencies with less than 2 weeks notice can be approved — but the leave is unpaid.
Christmas Break — 10 Days
1
What it is
A 10-day paid Christmas break — a bonus for employees who have earned paid leave eligibility.
2
When
Typically the week before Christmas through New Year. Exact dates depend on the schedule (especially for sales team).
3
Christmas only
These 10 days are only for the Christmas period — they cannot be used at any other time of year.
4
Not earned = unpaid
If the employee has not earned paid leave eligibility, the Christmas break is still taken but not paid.
Leave Request Process — Sunny
How Leave Requests Work
1
Sunny app
Leave requests are submitted through Sunny (a Google Workspace app). Employees receive the setup email automatically. This replaces the old process of emailing managers directly.
2
Employee submits
Employee selects leave type (Paid Time Off), enter dates, adds a reason/comment, and submits the request.
3
Manager receives
The manager receives an email with full details and two buttons: Approve or Reject. Optional comment field available.
4
Tracked automatically
Approved leave shows on the Sunny dashboard — no more end-of-year scrambling to figure out who took what days.
ℹ
Introduce Sunny to All Employees

This is a new system. All current employees need to be introduced to Sunny and instructed to use it for all future leave requests. The old email-to-manager process is being phased out.

7

ReferencePayroll Basics

Item Detail
Pay periods15th and 30th of each month
Cutoff dates8th and 22nd — e.g. from the 23rd of the month through the 8th of the following month → paid on the 15th
Hours per pay period86.67 hours (average) — calculated as 40 hrs/week × 52 weeks ÷ 26 pay periods
Weekly hours40 hours standard. Some weeks may be 80, 88, or 96 depending on the month — it averages to 86.67 per pay period.
CurrencyCanadian dollars (CAD) — always. No exceptions.
Holiday pay eligibilityEmployee must work 30 straight days before becoming eligible for paid statutory holidays.
Holidays observedAlberta / Canadian federal holidays. Google "Alberta statutory holidays" for the current year's list.
Attendance sheetUpdated every Friday by EOD — Clarissa uses this for payroll preparation.
Under-time / absencesMark in red on the attendance sheet so Clarissa can deduct during payroll.
Rate changesHighlight on attendance sheet + direct message to Clarissa + new contract required.
8

Off-boardingTermination Checklist

⚠
Complete Every Step — Same Day if Possible

When an employee is terminated, all accounts must be deactivated and all tracking updated. Do not leave active accounts for former employees.

  • ✓
    Google Workspace: Delete user. Transfer all data (Drive, emails) to all@onejan.com first. Set up email forwarding if they were a manager.
  • ✓
    RingCentral: Disable the account status. The seat becomes available for the next hire.
  • ✓
    HubSpot: Deactivate the account to free up the seat.
  • ✓
    Attendance sheet: Add a termination note on the sheet so Clarissa doesn't miss it during payroll.
  • ✓
    Leave monitoring: Update the leave board — no further leave credits accrue.
  • ✓
    Monday.com: Remove from time clock form and any active boards.
  • ✓
    Notify Clarissa: Confirm the termination date so final payroll is accurate.
9

ReferenceOnboarding Quick Reference

Item Detail
SignNow loginall@onejan.com · Password: future2026!
Contract templateTemplates → Overseas (default for all international hires)
Google Adminadmin.google.com · Always use @onejan.com domain
Generic passwordonejan2026 (employee changes on first login)
Data transfer on terminationAlways transfer to all@onejan.com before deleting
RingCentralRecycle red-X seats via Actions → Reset and Assign
RingCentral recordingAlways enable Inbound/Outbound automatic recording
HubSpot user creationAlways "from scratch" — never use role templates
Onboarding email templateHubSpot → CRM → Message Templates → "Welcome to the Board"
Pay periods15th and 30th · Cutoffs: 8th and 22nd
Hours per pay period86.67 average
Paid leave5 days/year after 3 months · 2 weeks advance notice required
Christmas break10 paid days · Christmas period only · Must have earned eligibility
Holiday pay eligibility30 straight days employment required
Attendance updateEvery Friday by EOD — no exceptions
Leave requestsVia Sunny (Google Workspace app) — replaces email-to-manager
License/seat issuesAlways notify Clarissa before purchasing

📋 Q&A Knowledge Base

Real questions from real meetings — extracted automatically.
Last updated: March 21, 2026

👤 Owner Q&A — Service Manager → Peter (Owner) March 18, 2026

Q: What is the goal of the new BCO contract process and team structure?

A: Isolate positions so one recruiter is solely responsible for contract preparation and verification, making it their full-time job to verify and ensure everything is correct. Reduce overwhelming workloads that cause tasks to be completed at 60% quality. Create a process where everyone is responsible for their job and does it correctly, supported by an analyzer tool. The organization is moving away from requiring constant handholding and supervision; employees should self-train using bot resources and ask questions only when the bot cannot answer. [Expanded from context — verify with Owner]

Asked by: Service Manager | Answered by: Owner | Meeting: Google Docs meeting

👤 Owner Q&A — Sales Presenter → Peter (Owner) March 18, 2026

Q: How should contract templates be updated to support Google e-signatures?

A: Convert the entire contract document to PDF format. This resolves the current issue where the JPEG image used for the signature section prevents proper e-signature placement. PDF format allows e-signatures to be properly applied on top of the text rather than underneath the image.

Asked by: Sales Presenter | Answered by: Owner | Meeting: Google Docs meeting

👤 Owner Q&A — HR Coordinator → Peter (Owner) March 18, 2026

Q: How should the Google Drive file system be structured for contracts and proposals?

A: Create a shared admin folder in the One Janitorial account with editing access for everyone. Within it, establish department subfolders (Presenting, BCO, HR, Service), and within each department folder create Signed and Sent Out subfolders. When contracts move from sent to signed status, move them to the Signed folder. All contracts must be labeled with the partner name and agreement type (e.g., IC Agreement - [Partner Name]) for searchability.

Asked by: HR Coordinator | Answered by: Owner | Meeting: Google Docs meeting

👤 Owner Q&A — Service Manager → Peter (Owner) March 18, 2026

Q: Does Google e-signature support sequential signing, and what is the signing process?

A: Google e-signature does not support signature sequencing. All signatories receive the contract simultaneously. The process is: the recruiter (preparer) signs first before sending to the partner, then the partner signs. The BCO team will be notified when someone signs the contract.

Asked by: Service Manager | Answered by: Owner | Meeting: Google Docs meeting

👤 Owner Q&A — Service Manager → Peter (Owner) March 18, 2026

Q: Who needs to sign BCO contracts, and how will signed contracts be processed?

A: Required signatures are from the partner and the recruiter only. The HR Coordinator will not sign. The HR Coordinator will retrieve contracts from the Signed folder weekly on Tuesdays and Thursdays, screenshot Schedule B from the signed contracts, and upload the screenshot to Monday.com. No change to the existing process for downstream handling.

Asked by: Service Manager | Answered by: Owner | Meeting: Google Docs meeting

👤 Owner Q&A — HR Coordinator → Peter (Owner) March 18, 2026

Q: How will Schedule B computation be validated in contracts?

A: The contract analyzer program will handle Schedule B computation validation by checking if the math is correct based on the percentage entered. The analyzer will be integrated with HubSpot to pull pricing data when the contract and company link are uploaded, allowing it to verify the computation of management and education fees automatically.

Asked by: HR Coordinator | Answered by: Owner | Meeting: Google Docs meeting

👤 Owner Q&A — Service Manager → Peter (Owner) March 18, 2026

Q: When should the team start using Google e-signatures for contracts?

A: Start immediately. New employees will only use Google-based tools, making the transition easier. The existing Sign Now account expires around April 1st, providing approximately one week for trial and error before the new system becomes mandatory. New Update — March 19, 2026 Source: March 19, 2026 Google Meet transcripts

Asked by: Service Manager | Answered by: Owner | Meeting: Google Docs meeting