Creating an Effective Restaurant Scheduling

Effective restaurant scheduling is crucial for smooth operations and customer satisfaction. A well-thought-out schedule not only ensures that the right number of staff is available during peak hours but also considers factors like employee preferences and skill sets.

To begin with, understanding the restaurant's peak hours and slow periods is essential. This knowledge helps in allocating staff efficiently, ensuring that there are enough hands on deck during busy times and avoiding overstaffing during quieter periods. Utilizing historical data and analytics can aid in making informed decisions about when the restaurant is likely to experience higher foot traffic.

Employee preferences and availability should also be taken into account. Flexible scheduling that accommodates employees' preferred shifts contributes to a more satisfied and motivated team. This can positively impact employee retention and overall morale, leading to better service for customers.

Moreover, considering the skill sets of each staff member is key. Assigning tasks based on employees' strengths ensures that the right people are handling specific responsibilities. For instance, placing experienced servers during peak hours or assigning skilled kitchen staff to handle complex orders can enhance efficiency.

Technology plays a significant role in modern restaurant scheduling. Utilizing scheduling software can streamline the process, taking into account various factors like labor laws, break times, and overtime regulations. Automation can reduce errors, save time, and help managers focus on other aspects of running the restaurant.

Regular communication is vital for effective scheduling. Keeping an open line of communication with the staff allows managers to address concerns, make adjustments, and handle unexpected changes. This ensures that everyone is on the same page and can contribute to a more collaborative and harmonious work environment.

In conclusion, effective restaurant scheduling involves a strategic blend of data analysis, employee considerations, technology utilization, and open communication. By prioritizing these aspects, restaurants can optimize their workforce, enhance customer experience, and create a more efficient and enjoyable working environment for their staff.

Efficient Restaurant Time Management

In the bustling world of the restaurant industry, time is a critical ingredient that can make or break a dining experience. From the kitchen to the front of the house, effective time management is the key to delivering exceptional service, maintaining quality, and ensuring the smooth operation of the establishment. Let's delve into the essential elements of restaurant time management and how it contributes to overall success.

Time, an invaluable resource, waits for no one. In our fast-paced world, the ability to manage time efficiently is a skill that can make the difference between success and stress. Time management is not about having more hours in a day; it's about making the most of the hours you have. Let's explore the significance of effective time management and how it can enhance both productivity and overall well-being.

Streamlining Kitchen Operations:
In the heart of any restaurant, the kitchen is a dynamic space where precise time management is paramount. Chefs orchestrate a symphony of culinary creations, each requiring careful timing. Organizing tasks, prepping ingredients, and synchronizing cooking times are vital to delivering hot, fresh dishes to diners. Efficient kitchen operations not only enhance customer satisfaction but also contribute to the restaurant's reputation.

One of the fundamental principles of time management is prioritization. Not all tasks are created equal, and understanding which activities are crucial can significantly impact your day. Prioritize tasks based on urgency and importance, allowing you to focus on what truly matters.

Reservation Systems and Seating Plans:
For the front of the house, managing reservations and seating efficiently is crucial. A well-designed reservation system helps balance customer flow, preventing bottlenecks during peak hours. Implementing an organized seating plan ensures that tables are turned around promptly, maximizing the restaurant's capacity and revenue.

Staff Scheduling and Training:
Optimal time management extends to staff scheduling. Balancing the right number of skilled personnel during peak hours prevents understaffing and overburdening employees. Proper training equips staff to handle tasks efficiently, from taking orders to delivering exceptional service, contributing to a seamless dining experience.

Inventory Control and Supplier Relationships:
Restaurant time management involves smart inventory control. Regularly updating and monitoring inventory levels minimizes wastage, ensures ingredient freshness, and avoids last-minute rushes to restock. Building strong relationships with suppliers helps streamline the ordering process, reducing delays and ensuring a steady supply chain.

Utilizing Technology:
In the digital age, leveraging technology is integral to effective time management in restaurants. Point-of-sale systems, reservation software, and kitchen display systems enhance communication and efficiency. Automation of routine tasks allows staff to focus on customer service and quality, enhancing the overall dining experience.

Embrace the technology, various tools and apps are designed to aid in time management. Utilize calendars, task management apps, and reminders to stay organized. Technology can be a powerful ally in helping you stay on track and meet deadlines.

Preventative Maintenance and Equipment Checks:
To prevent disruptions during service, routine maintenance and equipment checks are vital. Regular inspections of kitchen appliances, HVAC systems, and other crucial components can identify and address potential issues before they escalate. This proactive approach contributes to a smoothly running operation.

Adapting to Peak and Off-Peak Periods:
Understanding and preparing for peak and off-peak periods is a hallmark of successful restaurant time management. During busy times, streamlined processes and quick turnaround are essential. During slower periods, attention can be focused on tasks like deep cleaning and staff training.

Create a Schedule - a well-organized schedule is a powerful tool in time management. Allocate specific time blocks for different activities, ensuring a balanced and structured day. Be realistic about time requirements for each task, and remember to include breaks to maintain focus and prevent burnout.

Continuous Improvement and Feedback:
An effective restaurant manager recognizes that time management is an evolving process. Regularly seeking feedback from both customers and staff can uncover areas for improvement. This commitment to continuous refinement ensures that the restaurant adapts to changing demands and stays ahead of the competition.

In the world of restaurants, where every minute counts, mastering time management is an art that requires coordination, communication, and adaptability. By fine-tuning these elements, a restaurant can enhance its efficiency, reputation, and ultimately, its success in a competitive industry. Mastering time management is an ongoing process that involves self-awareness, discipline, and a commitment to personal growth. By implementing these strategies, you can reclaim control over your time, reduce stress, and pave the way for a more fulfilling and successful life. Remember, time is a precious commodity — invest it wisely.

Understanding the Differences Between Leadership and Management

In the realm of organizational dynamics, the terms "leader" and "manager" are often used interchangeably, but they represent distinct roles with different focuses and approaches. Understanding the nuanced differences between a leader and a manager is essential for creating a well-balanced and effective workplace. Let's explore the characteristics that differentiate these two roles.

Vision vs. Execution:
At its core, leadership is often associated with vision. Leaders are individuals who inspire and motivate others by painting a compelling picture of the future. They are driven by innovation, change, and the pursuit of a common goal. On the other hand, managers are primarily concerned with execution—they ensure that day-to-day tasks are completed efficiently and according to established processes.

Inspiration vs. Control:
Leaders inspire through their actions, charisma, and the articulation of a shared vision. They ignite passion, encourage creativity, and empower others to contribute their best. Managers, meanwhile, are more focused on control and coordination. They use systems, processes, and organizational structures to ensure that work is performed according to established guidelines.

Long-Term Goals vs. Short-Term Objectives:
Leadership often involves looking to the future and setting long-term goals. Leaders guide their teams toward a broader vision, fostering adaptability and innovation. Managers, conversely, concentrate on short-term objectives and the practical aspects of day-to-day operations. They ensure that deadlines are met, resources are allocated efficiently, and tasks are accomplished.

Risk-Taking vs. Risk Mitigation:
Leadership is inherently tied to risk-taking. Leaders encourage calculated risks, pushing boundaries in the pursuit of growth and improvement. They understand that innovation often involves uncertainty. Managers, on the other hand, are more focused on mitigating risks. They prioritize stability, ensuring that operations run smoothly and potential disruptions are minimized.

People-Centric vs. Task-Centric:
Leadership places a significant emphasis on people. Leaders build relationships, understand the strengths and weaknesses of their team members, and foster a collaborative and supportive culture. Managers, while certainly interacting with people, are more task-centric. They focus on organizing workflows, allocating resources, and ensuring that tasks are completed efficiently.

Adaptability vs. Stability:
Leadership thrives on adaptability. Leaders navigate change, embrace uncertainty, and guide their teams through transitions. They understand that flexibility is a key asset in a dynamic environment. Managers, on the other hand, provide stability. They establish structures and processes that create a predictable and orderly work environment.

Influence vs. Authority:
Leadership is fundamentally about influence. Leaders earn respect and followership not solely through their title or authority but by the impact they have on others. Managers, while possessing authority, derive their influence from their position within the organizational hierarchy.

In summary, while leaders and managers share some common attributes, their primary focus and approach differ significantly. Successful organizations often find a balance between effective leadership and management, recognizing the unique contributions each role brings to the table. Ultimately, fostering a workplace where both leadership and management are valued creates a harmonious and productive organizational culture.

Embracing the Essence of Servant Leadership

In a world often driven by hierarchies and authoritative figures, the concept of servant leadership stands as a beacon of a more empathetic and collaborative approach to leadership. Coined by Robert K. Greenleaf in the 1970s, servant leadership is a philosophy that places the leader in a role of service to their team, emphasizing the well-being and growth of individuals over the pursuit of power or personal gain.

At its core, servant leadership is about flipping the traditional leadership model upside down. Instead of the leader being the focal point of authority, the servant leader sees themselves as a facilitator, aiming to support and nurture the potential within their team. This approach fosters a culture of trust, collaboration, and shared success.

One of the key principles of servant leadership is a deep commitment to serving others. This doesn't mean blind compliance or subordination; rather, it involves understanding the needs and aspirations of the team and actively working to fulfill them. By prioritizing the growth and development of team members, servant leaders create an environment that encourages innovation and individual flourishing.

Listening plays a pivotal role in the practice of servant leadership. A servant leader values the input of every team member, recognizing that diverse perspectives contribute to better decision-making. Actively listening to concerns, ideas, and feedback establishes a sense of respect and fosters an open, communicative atmosphere.

Empathy is another cornerstone of servant leadership. Understanding the challenges faced by team members and demonstrating genuine concern for their well-being builds a strong foundation for trust. A servant leader goes beyond merely acknowledging the professional lives of their team; they recognize the personal aspects as well, creating a supportive and compassionate work environment.

In addition to serving and empathizing, a servant leader is also committed to empowering others. This involves providing the necessary tools, resources, and opportunities for team members to excel. By creating a culture that encourages autonomy and innovation, servant leaders inspire confidence and initiative within their teams.

The long-term impact of servant leadership extends beyond the workplace. As team members feel valued and supported, they are more likely to reciprocate these positive qualities in their interactions with colleagues and beyond. This ripple effect contributes to a healthier organizational culture and a more engaged and satisfied workforce.

In conclusion, servant leadership represents a refreshing departure from traditional hierarchical leadership models. By focusing on serving others, actively listening, demonstrating empathy, and empowering team members, servant leaders create environments where individuals thrive, collaboration flourishes, and success becomes a shared journey. Embracing the essence of servant leadership has the potential to not only transform organizations but also to inspire positive change on a broader scale.

Employee Retention

The company culture is built around the established values of the organization. When employees feel a connection to these values, they are far more likely to stay with the organization. This is why hiring with a strong cultural fit in mind is so important.

Recruiting & Hiring can cost about half the annual salary of the new hire and sometimes a bit more. If retention rates are low, this places a huge financial burden on a company which in turn affects the company’s bottom line.

The benefits of retaining employees are endless. It reduces the amount of time spent on training new hires which allows employees to stay and implement the skills they have learned on the job and reinvest these back into the company. This institutional knowledge cannot be passed across to new recruits so easily and is a huge opportunity cost for your company.

Furthermore, these new employees take time to reach the same standard as those who have left and it can take up to a year or even 2 to achieve the same levels of productivity and efficiency.

Constant turnover or revolving doors can also be damaging for the company’s culture. Relationships are built over time and this develops the harmony and chemistry among staff within the company and the positive atmosphere of the workplace. If employees are leaving, this can damage the culture that has been created and may encourage others to leave as well. Additionally, company culture itself is hugely impactful upon employee engagement and productivity therefore impacting the whole output of a company.

The benefits of employee retention go beyond this, yet these are just some key factors that explain the importance of retaining employees. Retention has become the new focus. It is far less costly to retain than to acquire, and it is worth the effort to keep good employees around.

How to calculate employee turnover:

You can compare your companies turnover vs your industries average, for restaurant you can get that info National Restaurant Association.

Make a plan to reign in turnover rates, while amping up your retention efforts at the same time.

Improving retention of good employees should be your most important goal.  If you create the right culture and environment through proper coaching and development and get your team excited about coming to work the results will be - improved top line and bottom line results which is a byproduct of lower turnover.

Great training process, transparency, and having a mentorship program helped increase retention. 

In my years of experience the restaurant industry the number one reason for employees staying around is the opportunity for professional growth. If employees aren’t moving up in the company, they are going to leave the company.

Employee engagement is also crucial to retaining your staff, employees who leave within the first year cite feeling “disconnected” with the organization.

Fair compensation also plays a huge role. Keeping up with current compensation practices is a great turnover combatant. Although employees need to feel their value in more than just monetary ways, fair pay and benefits are at the top of that list.

They Feel Recognized and Valued employees said they’d work harder if they were better recognized at work. If we know one thing in leadership, it’s that engaged employees are retained employees.

Offering recognition is probably the easiest and most effective tool at any employers’ dispense, yet it seems to be the hardest for leadership to grasp. Simple signs of gratitude like a “thank you” note, public recognition of a job well done or even a small gift card are all things that can increase retention rates.

Companies that held frequent and continual training sessions and devoted resources to employee development experienced significantly longer staff tenure.

The bottom line is people stays when they are: Engaged, Trusted, Valued, Empowered, Appreciated, Involved, Paid Well and Mentored.

The BIG question here is: Why do people leave? What would do differently to help reverse a high turnover situation?

Emergency Procedures

 Robbery | Earthquake | Fire | Active Shooter

(R.E.F.A.S) 

It S.A.F.E.R. if you read it backward. Creating an emergency plan will greatly help you if any of these situations arise. Conducting a quarterly emergency drill and going over your plans will likely reduce the number of injuries or fatalities in your company, your team will be a lot safer.

Emergency Evacuation Plans and Re-Entry

In any emergency, staff should always follow alarms or alerts to evacuate the building and/or area near the premises. Always follow the basic evacuation procedures but remember that personal safety is paramount and takes precedence:

•  Check work area for anything needing to be secured and store it quickly;

• Secure locks on all secured containers and cabinets; and

• Leave your work area and report to your designated assembly area

The General Manager/MOD will coordinate with Fire, Police, and other emergency preparedness personnel to determine when the building may be re-entered.

Robbery

During a robbery remember that your safety is your top priority. Call 911 – unless doing so will put you or anyone in the facility at greater risk.

Staff should follow the robbery protocol:

• Do not engage with the subject or make overt actions

• Be cooperative. Do not threaten or intimidate.

• Comply with any demands as much as possible

• Do not speak to the subject unless spoken to

• Stay calm

• Avoid taking any actions that could impact the safety of others

• Do not draw undue attention to yourself with sudden body movements

When possible, keep other staff, and guest(s) away from the incident. Do not attempt to pursue, follow, or apprehend the subject(s). Doing so could cause serious injury to you or others.

Be observant. Make mental note of descriptive characteristics that could that could be used later. After the incident, write down everything you remember.

• Gender

• Approximate age

• Skin, hair and eye color

• Height and weight

• Clothing, shoe type and color

• Voice characteristics (i.e. accent, high or low pitch, raspy)

• Any other distinguishing characteristics (i.e. tattoo, scars)

• Any other observations – remember, what may seem insignificant to you may be extremely important to the trained authorities that will be gathering information.

Earthquake

In the event of an earthquake:

During the shaking, DROP – COVER – HOLD. Protect yourself by dropping to the floor and taking cover under a desk, sturdy table or other piece of furniture. Hold on to whatever you are under. If taking cover under a sturdy piece of furniture is not possible, get into a corner and, facing out, bring your knees and hands up to protect yourself. Stay away (and face away) from windows (do not stand in a doorway because you are more exposed to flying debris). Stay away from anything that can shatter or fall on you (light fixtures, shelves, etc.). If possible, predetermine a safe location in which to take cover, prior to an earthquake.

• Do not leave cover until the shaking has completely stopped.

• After a major shock, management will direct you when and where to invacuate (a relocation to another internal portion of the building) (normally to the lowest safe floor in the office building). REMEMBER, additional shocks or tremors may occur.

• If required to evacuate, proceed to the designated assembly area outside as directed by a Manager on Duty. If you require assistance to evacuate, proceed to the designated Area of Refuge/meeting place and wait for assistance from emergency personnel.

• If fire occurs, activate the nearest fire alarm pull station as the system may still be functional. Follow the office building’s fire and evacuation procedures.

• If you are forced out of the building by a fire or other hazardous event, remain calm. Do not run outdoors. Watch for falling debris and electrical wires when leaving the building.

• Do not leave anyone behind. Report any missing persons to management as they will relay information to the first responder.

• Telephones are to be reserved for emergency use only.

Fire

If you detect a fire or smell smoke in the facility, notify a member of the management immediately. As instructed by the MOD, direct guests, staff and vendors out of the nearest emergency exit. Use of fire extinguisher is on a voluntary basis only. Your first priority is your safety and the evacuation of our staff and guests. Do not attempt to put out the fire if you are unfamiliar with using fire extinguisher.

Before an attempt is made to extinguish the fire using a fire extinguisher:

• Ensure that a means of escape is available and that the fire is not between you and your escape route

• Determine whether you will be able to put out the fire using a fire extinguisher

• Determine if the fire extinguisher is the right type to control the fire. Refer to the instructions on the fire extinguisher for its uses

• Follow the P.A.S.S. (Pull, Aim, Squeeze, Shoot) method when using the fire extinguisher:

1.  Pull the pin

2.  Aim at the base of the fire

3.  Squeeze the handle

4.  Sweep from side to side

A member of the management should immediately respond to the FIRE once notified.

Management should make the determination to evacuate the facility based on the variables of the incident. The following variables are included but are not all-inclusive:

• Size of the fire

• Amount of smoke generated

• Sprinkler system activation

• Local Fire Department recommendations

• Means of escape available

• Ability to extinguish the fire with a fire extinguisher

If management decides to evacuate the facility, a member of the facility should:

• Notify at least one member of the Executive team: Director of Operation | Vice President of Operation | COO | CEO

• Sound the nearest fire alarm and call 911

• Implement the facility evacuation plan

• Conduct a head count to account for all staff

Once law enforcement, fire/emergency services releases the facility, management should:

• Make an “all clear” announcement to staff to re-enter the facility

• Notify the Executive team of the re-entry

Active Shooter

During an active threat/active shooter/attacker incident where a subject is causing injury to one or more people with a gun or other weapon. Your immediate actions should focus on maximizing your personal safety until law enforcement is able to stop the threat. Guest and staff are likely to follow the lead of a manager during an active shooter/attacker incident.

What you do matters!

You should use Avoid, Deny, Defend:

AVOID - starts with your state of mind.

• Pay attention to your surroundings and understand your environment; this will allow you to react quickly should an active shooter incident occur

• Be aware of the locations of doorways, stairs, and windows; know how to reach them and where they lead. This will assist you in developing an exit plan

• Move away from the source of the threat as quickly as possible

• The more distance and barriers between you and the threat the better

DENY - when avoiding the threat is difficult or maybe even impossible.

• Look for ways to keep as much distance as possible between you and the source of the threat

• Create barriers by closing and locking doors to prevent or slow down the source of the threat from getting to you

• Turn the lights off if possible

• Try to remain out of sight by hiding behind large objects

• Be quiet, silence your phone or other items that make noise

DEFEND - because you have the right to protect yourself if someone is trying to harm you.

• If you cannot avoid the threat or deny access to your location, you must be prepared to defend yourself

• You must be aggressive and committed to your actions

• One or more people committed to protecting themselves can help mitigate a threat

• If there is no other alternative, taking the risk of personal harm to defend yourself might be your best alternative

Call 911 when you are in a safe area. Inform law enforcement or 911 operator that this is an active shooter/attacker incident. This is important to relay this information as it changes the response of the law enforcement.

The following information should be provided to the 911 operator:

• Location of the attacker(s)

• Number of attackers, if more than one

• Physical description and type of weapons

• Number of potential victims at the location

When law enforcement arrives (hopefully) show your hands and follow commands. Law enforcement will initially focus on stopping any active threats and will need to quickly.

After any active threat:

• A member of the management team will work with first responders and coordinate responses

• Cooperate fully with authorities, provide assistance, if possible

• Do not touch anything else in the area (if possible)

• Efforts should be made to identify witnesses, collect and document information

• Document the incident:

1.     Include specifics, such as: who was injured, to what extent, what hospital they were taken to or released from.

2.     Include key action points if known (i.e. step by step description of the event as it unfolded)

 Create a list of Emergency Contact List for your team in case of any situation arise.

Emergency Contacts

Local/External Phone Numbers

• Fire Department | Police | Ambulance - 911

• Alarm Company

• Building Security

• Property Management

• Local Health Department

• Electric, Gas & Water Company

• Local Emergency Management

• Poison Control

Internal Company Phone Numbers

• Business Owners

• VP of Operation

• Director of Operation

• General Manager

Guest Incidents - Documenting & Reporting

Accident happens……. even though we all do our best to ensure everyone’s (guest and staff) safety. That’s why, in a perfect world, you would never have to fill out the incident form. But, since incidents do happen, it’s never a bad idea to be prepared for any situation, especially the unexpected.

Below is the step-by-step guide to help you carry out an effective investigation.

Follow these instructions to ensure that any guest incidents are properly documented and reported to your Director, VP of Operations, or the owners of the business.

Guest Injuries

First, is to assess the seriousness of the injury. If necessary, offer to contact medical assistance or an emergency contact. A serious injury may require a call to 911.

Immediately contact your Director of Operations of any incident involving a serious injury.

While it is important to offer assistance to an injured guest, express concern but do not admit liability for the incident.

Once the guest’s injuries have been addressed, print and complete the Guest Incident Report, filling out the relevant sections with the injured guest. If they are unable to provide you with information to complete this form due to their injury, obtain their contact information to complete the report later. When writing your report, be sure to use the “words alleged and/or purported illness or injury.”

• DO NOT supply them with a copy of the Guest Incident Report (the report is for internal use only).

• Inform the guest that you will contact your direct supervisors and that someone will be reaching out to them shortly.

• Managers may use their best judgment to determine when it is appropriate to refund a meal or offer a meal on a future visit.

• Scan and email the completed Incident Report to your Director, and VP of Operation.

Food Quality Issues & Potential Illness Claims

• Assure the guest that we will take their concern seriously and that a detailed investigation will be completed.

• With the guest’s assistance, complete the Guest Incident Report, filling out the relevant sections. Please obtain as much information regarding the nature as well as the timing of the incident. Please do not make any suggestion as to the cause of the incident until an investigation can be completed.

• Inform the guest that you will contact the Director of Operations and that someone will be reaching out to them shortly. Do not supply them with a copy of the Guest Incident Report.

• If the incident involves a foreign object, request to inspect the item to aid in your investigation and attach the object to the report.

• Do not discuss the foreign object’s possible origin with the guest.

• Once the guest has left, complete the Product Investigation Report form.

• After completing both forms, scan and email them to both the Director and VP of Operations and upload the document on the daily shift log.

• If you have any questions regarding how to proceed with your product investigation, please reach out to your Director of Operations for support.

To be completed by a manager as soon as possible (within 24 hours). This document is confidential and is not to be distributed or provided to the guest. Please direct the guest to contact the Director of Operations with any questions or follow-up they may have.

General Information

• Store name & number

• Name of manager completing this form

• Incident time & date

• Date reported:

Guest Information

•  Name

• Phone number

• Address

• Description of incident

Injury Information 

•  The exact location of the incident 

• Description of injury

• Was medical attention required? If yes, describe

Food Safety Information

•  Items consumed

• Date & time 

• Symptoms

• Number of people in the party

• Were others ill?

• Other foods consumed in the last 24 hours (include description and place if possible)

• Medical attention required? If yes, describe

• Other notes:

Witnesses (this may include Crew Members)

• Name

• Phone

• Address

Additional Comments:

If you need help with creating the Incident form, please e-mail us and we will provide you with a customized form.

How to be a good coach

Coaching and Feedback

Please remember these are GUIDELINES ONLY, most companies is an at-will employers meaning employment is at-will and can be terminated by the employee or employer at any time, with or without cause and every situation is different.  For any questions and/or uncertainties contact your Human Resources for support.

Progressive Coaching and Feedback is the process of using increasingly severe steps or measures when a crewmember fails to correct a problem after being given a reasonable opportunity to do so. The underlying principle of sound progressive Coaching and Feedback is to use the least severe action that you believe is necessary to correct the undesirable situation. Increase the severity of the action only if the condition is not corrected.

Giving Praise

Please also REMEMBER Giving and Receiving Praise is very important:

Why giving and receiving praise is so important:

1.     According to the U.S. Department of Labor, the number one reason people leave their jobs is because they “do not feel appreciated.”

2.     A study of over 1,700 employees conducted in 2012 by the American Psychological Association (APA) indicated that more than half of all employees intended to search for new jobs because they felt underappreciated and undervalued.

3.     A worldwide study by Towers Watson concluded “the single highest determinant for engagement is whether or not employees feel that their manager is genuinely interested in their well-being”.

4.     In a Gallup survey from a few years ago, they found that employees that receive regular recognition and praise:

• Increase their productivity

• Increase engagement among their colleagues

• Are more likely to stay at their company

• Receive higher satisfaction scores from customers

• Have better safety records and fewer accidents on the job

5.     According to research by Deloitte, companies with recognition programs “highly effective at improving employee engagement have 31% lower voluntary turnover than their peers with ineffective recognition programs”.

6.     In the research by Deloitte, 70% of employees reported they are recognized annually or not at all.

As a final piece of advice, remember to be very specific with your praise. Don’t just praise for the sake of praising because you think that’s what motivates employees.

It’s not the word “thank you” or “great job” that they care about, it’s the fact that when they do something great (and they secretly know they did), they’re reinforced with positivity from someone they respect.

Giving Praise (goes something like this):

Example:

Scenario:  You notice one of your trainers (Kevin) is training a new team member (Katy) at the To Go station on packaging orders.  You are doing your figure 8 and when you get back to the To Go station you notice and observe Katy packaging the order correctly just as you heard Kevin train her.

Praise: “Kevin nice job training Katy on the to-go orders I just observed her package an order and it was perfect.  Thank you for doing such a great job training her” “Katie, great job on double-checking each item for accuracy, way to go picking that up so quickly!”

Some guidelines to consider when giving progressive Coaching/feedback are:

• Thoroughly investigate the situation, which includes obtaining the team member's explanation or response prior to administering discipline/feedback.

• Document the process and results of your investigation.

• It is acceptable to repeat a step if you feel that it will correct the problem. This may be the case if some time has passed since it was last necessary to address the issue and the situation has only recently reappeared. Or perhaps, the crewmember misunderstood or you feel there is value in doing it again in a clearer fashion. If repeating the step works, the situation has been resolved without escalating it unnecessarily. However, be aware that a team member may be led to believe that nothing worse will happen if you continually repeat a step. If repeating a step does not resolve the problem, you can then move on to a higher step.

• The goal is to modify the unacceptable behavior or improve the performance. The goal is not to punish the team member but to more strongly alert the team member of the need to correct the problem.

• There is no rigid set of steps nor is there an inflexible rule that all steps must be followed before terminating a team member. The circumstances of each case and your judgment as to the least severe action that is necessary to correct the situation will help determine which step to use.

• Early, less stringent, measures are skipped for serious offenses such as theft, fighting, drug or alcohol use or sale.  Look in the Team Handbook under Standards of Conduct (which is common in the Employee Handbook). All steps are typically used for attendance or general work performance problems.

• While usually unnecessary, it is acceptable to have a witness or note-taker present when meeting with the team member during the progressive coaching and feedback process. Your witness/note taker should never be a peer of the team member. 

• Human Resources is available for consultation at any step of the process, but it is especially important at the steps of suspension and termination.

Essential elements of each progressive coaching and feedback step

Disciplinary actions are often overturned completely or reduced to a lesser level when any of the essential elements of progressive coaching and feedback are missing.

• The team member is explicitly informed of the unacceptable behavior or performance and is given specific work-related examples. It is not sufficient to assume that the team member knows what the problem is.

• Explain acceptable behavior or performance standards and give the team members reasonable time to comply. This may be a longer time frame if a skill needs to be learned or a shorter time frame if it is a behavior to be changed.

• The team member is informed of the consequences of failing to comply. This is not a threat, rather it gives the team member reasonable expectations of the consequences if change does not occur.

These three essential elements need to be present at each step of progressive coaching and feedback and are discussed prior to taking disciplinary action.

Typical progressive coaching and feedback steps

Accountability/Counseling
Accountability is usually the initial step.

• Conduct the whole counseling session in a "low-key" manner. Be friendly, yet firm.

• This discussion should be done in private. Tell the team member the purpose of the discussion. Identify the problem.

• Try not to be mechanical or read from a piece of paper. Have documentation available to serve as a basis for the discussion.

• Seek input from the team member about the cause of the problem.

• Where possible jointly identify a solution to the problem; otherwise, identify your desired solution.

• Clarify the team member's understanding of your expectations concerning the situation.

• Let the crewmember know that possible disciplinary action may follow if the problem is not corrected.

• Try to get a commitment from the team member to resolve the problem.

• Schedule follow-up with the team member. Provide feedback. Let the team member know how he/she is progressing on solving the problem.

Notes:

Counseling sessions are used to bring a problem to the attention of the team member before it becomes so serious that it has to become part of a written warning and placed in the team member's file.

The purpose of this discussion is to alleviate any misunderstandings and clarify the direction for necessary and successful correction. Most "discipline/feedback" problems are solved at this stage.

If some progress is seen, this counseling step can be repeated to allow the team member a full opportunity to correct the problem.

Depending on the circumstances this may be just a brief note in the Daily Shift Log with a brief statement confirming the subject matter discussed and the agreed-upon course of action to correct the problem noted on the Accountability form to the team member.

Example: Suzy was late today by 20 mins.  This is her first week in training.  

Write up her accountability before talking privately.  Present the paper at the end of the conversation as to signal the end of the discussion.  You pull Suzy into the office and you say,

1.     Hi Suzy, you are doing a great job so far this week.  I’ve noticed how attentive you are with the guests and you are already getting amazing positive feedback.  So, thank you for that first of all.  I really think you are an exciting new addition to our team.  Our team really likes you a lot.  Everyone is saying positive things about your job performance.  I really want to see you thrive here and enjoy working here.  That said, I wanted to go over one of our policies that I really want you to address.  At (state your company name) we are about learning and growing step by step and day by day. Today I was concerned that you were late.  I really want you to make a good impression on our team and as a group, we are quite punctual people.  When one team member is even just a little late it can delay someone’s lunch break and possibly jeopardize our service standard.  We know you want to succeed here and we just wanted to give you a friendly reminder of our time and attendance policy.  You aren’t in trouble at all right now.  This is a conversation between us agreeing to follow our standards.  So let’s go through this quickly and let me know at the end if you have any questions.  I also noticed you were on time for your other shifts so I got concerned when you weren’t here by your start time.  Was this tardiness just a one-time or extremely rare circumstance?  I would really like to hear your side of the story.

2.     Suzy responds,” I apologize. I missed my bus.  It won’t happen again and I will call if it does.”

 “Suzy, I‘m really happy we had this talk.  I think you are a special addition to our team.  Keep up the good work and the great communication.

Scenario 2 is now Suzy responds by saying, “You know, it’s just really hard for me to get here by 8 am on Sundays.”

Now it is time to discuss her schedule going forward.  It’s time to have an honest talk.

Written warning

• Initiate this step by repeating the process used in the Accountability, i.e., talk before preparing any written action.

• After this discussion, prepare the written warning. Build in information, responses, and commitments made in the discussion.

• The written warning will have three parts:

• A statement about the past, reviewing the team member's history with respect to the problem.

• A statement about the present, describing the who, what, when, etc. of the current situation, including the team member's explanation.

• A statement of the future, describing your expectations and the consequences of continued failure.

• The warning is addressed to the team member.

• This step may be repeated with stronger consequence statements. Examples range from a statement that failure to correct this situation "may lead to further disciplinary action" to a statement that "this is a final warning and failure to correct the problem will lead to discharge."

Example:  John is wearing a nose ring that does not comply with our dress code. Two weeks ago another manager did an accountability with John about this same issue.  John signed a document saying he would not wear that nose ring to work.  But he did today.  Ask John to talk with you privately.  Have the documentation ready but face down.  John is well-liked by the team and guests and seems to be hitting all other standards in our Step of Service guide.

“John, I noticed that another manager had a talk with you about our dress code two weeks ago.  I notice you have the ring in today.  Can you tell me if there is a certain reason you are wearing it to work?  I also noticed you haven’t been wearing it for a few weeks.  I’ve assumed you stopped wearing it because you reviewed the dress code policy but then the ring reappeared today.  Help me understand what’s going on. “

At this point, let the team member speak.  Listen.  “Given we’ve already reviewed the dress code policy, I think we will need to document again that we are having this discussion.  This time please adhere to our dress code policy and please be honest with me if it is something you can’t comply with.  It’s important that we are all on the same page with this policy.  I know how important you are at (company name) and our team.  We all want to see you succeed.  Following our dress code is one of our more basic policies that everyone follows, even the GM.  At (company name) we function as a team.  Just as a sports team needs its jerseys and colors to express their team, we use our dress code.”

John, at this point, says, “Well, I’ve seen Suzy wearing a nose ring and no one said anything to her about that!  I’m being singled out.” 

Remind John, that this is actually a company-wide policy,  “So it sounds like I need to have this same conversation with possibly other employees.  We certainly want to be fair.  It’s much easier that way. I will check in with Suzy but our conversation today is about the accountability we did with you on this subject of dress code.  I will need you to sign this document that we have addressed the company dress code for a second time.”

John responds, “I’m sorry.  I’ll just take it out.  I had just noticed Suzy getting away with it so I thought I could.”

or John responds, “ This is a dumb policy.  I’m not taking it out.”   The manager on duty should respond, “Given this is one of our basic handbook policies I think I would like to schedule a time for you to meet with the GM.  I would like him/her to hear your opinion.”

Suspension without pay or pending investigation

• Contact the Director of Restaurant Operation and Human Resources

• When suspension without pay is used, see the sequence described under the Counseling section. Again, the situation is discussed with the team member. The team member's explanation is obtained and, then, a decision is made about the appropriate disciplinary step.

• The length of the suspension is not as critical as the step of suspension. One to three days emphasizes the seriousness of the situation.

• State the reason for the suspension to the team member at the start of the suspension so that the reasons for not working are clearly understood.

• Contact the DRO and Human Resources

Example:  A long-term employee approaches you that one of the male cooks, Oscar, has grabbed her physically in a sexual way 3 times over the last 6 months.  The female employee, Suzy, has been keeping this a secret for 2 months but she claims it just happened this morning in the walk-in where there are no cameras.  She is in tears in your office.  After you deal with the immediate emotional stress of Suzy go and speak with Oscar once Suzy feels safe.  In a private space start the conversation like this, “Oscar, it has come to our attention that a team member has been allegedly harassed physically by you.  We are going to need to investigate this matter.  I would prefer that you clock out for the day.  We will start the investigation as soon as possible.  I will contact HR and they will be contacting you.  After our investigation, we will make a decision about your employment status with (company name).  Physical and or sexual harassment are against the law in California and not just in our employee handbook.  This is a serious complaint and we have to investigate further.  It will take 1 to 3 days to interview all parties and complete the investigation.  Obviously, we want to hear your side of the story as well.  Our HR office will be in touch with you within the next two days.”

Termination

• Contact the DRO and Human Resources.  Only the General Manager and/or DRO may terminate a team member with the authorization of the Director of Human Resources.  During the termination, a manager-level witness must be present.

• See Termination Decision Tree.

• This is the last step of any progressive coaching and feedback process and is used when earlier steps have not produced the needed results. 

Example:  You witness a cashier, Julie, take a $50 bill out of the register and stuff it in her back pocket.  You contacted the DRO for camera footage and it is clear that what you saw was correct.  A theft has occurred.  Bring Julie into the office immediately.  “Julie, I witnessed you take a $50 bill out of the register and put it in your back pocket.  I double-checked on the cameras to make sure and I made sure that I saw you take company money.  At this point, I am convinced and can show you the footage if you like.  You will be terminated.  I am contacting HR, the GM, and the DRO.  We will have your final check waiting for you tomorrow after 2 pm. If you have any company property like an apron can you please bring it with you tomorrow when you sign for your final paycheck. It’s unfortunate that this happened and I hope you’re future gets brighter than this lowpoint.

You can practice giving feedback by role-playing these real work scenarios with your HR or a fellow manager.

The Twelve Questions

The single most important variable in staff productivity and loyalty is not pay, perks, benefits, or workplace environment but the quality of the relationship between staff and their direct managers. What people want most from their managers is the same thing that kids want from their parents: someone who sets clear and consistent expectations, cares for them, values their unique qualities, and encourages and supports their growth and development.

The fact is that people leave managers, not companies. If you take the same company, the same system, and basically the same pay scale, you can get very different attitudes among employees from different stores. The only logical explanation is leadership. So, there is no one corporate culture. Companies are made up of many cultures, the strengths and weaknesses of which are a result of local leadership.

You can divide any working environment into three categories: people who are engaged - loyal and productive (over-whelmers), those who are not engaged - just putting in time (whelmers), and those who are actively disengaged - unhappy and spreading their discontent (under-whelmers).

To help build relationships and to determine whether people are engaged, not engaged and actively disengaged, ask the following questions on a regular basis, but I recommend quarterly (every three months) or biannual (twice a year) as a form of survey.

Below are the 12 key questions: From the Gallup Survey

• Do I know what is expected of me at work?

• Do I have the materials and equipment I need to do my work right?

• At work, do I have the opportunity to do what I do best every day?

• In the last seven days, have I received recognition or praise for doing good work?

• Does my supervisor, or someone at work, seem to care about me as a person?

• Is there someone at work who encourages my development?

• At work, do my opinions seem to count?

• Does the Mission / Purpose / Core Values of my company make me feel my job is important?

• Are my co-workers committed to doing quality work?

• Do I have a friend at work?

• In the last six months, has someone at work talked to me about my progress?

• This last year, have I had opportunities at work to learn and grow?

If we all ask our staff these questions on a regular basis, our staff will feel appreciated, satisfied, and challenged.

The Figure 8 Walk-Through System

Floor Supervision

Effective floor supervision is based on the philosophy of guest satisfaction through consistent quality products, service, and atmosphere. This means that as a floor supervisor, you need to ensure the quality of food, service, and the atmosphere in your restaurant which creates a compiling reason for your guests wanting to return.

Think Like a Coach

The role of a manager is not unlike the role of a coach. Take a moment now and think of yourself as a coach, your staff as a team player, and the restaurant as a game court. The game starts every day when your restaurant doors open. But you and some of your team players are there beforehand, getting ready for the game. Your guests are the crowd in the bleachers and they’ve paid to enjoy a good show. Lunch and dinner rushes are the high points of the game, but it is dangerous to get sloppy during downtimes where most complaints happen. As a coach, you are responsible for training your players teaching them about the position they are playing in and instilling the importance of their role to the team. You set the mode for them to follow, praise their effort efforts when deserved, and correct them when necessary. Right before the game starts you psyche them up, in our restaurant world, we call it the “Shift Huddle”, and set them up for success! Your team follows your lead, they look to you for guidance. You put additional players (substitutes) on the field when needed, and you bench them when necessary.

You hurry them along and you slow them down. You direct the plays, making decisions as you go. You are a master at thinking on your feet. Everything works together like a well-oiled machine. You are in tune with your operation and thereby control its success. You, your team, and your guests are all winners.

Be Out on the Floor

This multi-faceted task of floor supervision requires you to be out on the floor, circulating, monitoring, and directing staff, as well as overseeing the entire operation. As much as possible complete all paperwork and office functions prior to opening or during slow periods (downtime) when another manager is available to supervise the operation.

When you are working the floor, your primary goals are as follows:

• To set an example in guest relations to the staff

• To give direction to team members as needed

• To interact with guests

• To solve issues and correct poor performance

• To acknowledge and praise good performance

• To assist with guest service

• To monitor product quality, food safety, and cleanliness

• To monitor and adjust the ambiance of the dining room and bar

• To assure the safety and security of your guests and team members

Divide & Conquer
Learn how to compartmentalize and live stress-free and successful shifts!

• Practice compartmentalizing through visualization

• Focus on one area at a time

• Write it down

• Focus on what you can control

• Learn where to position yourself as a leader of the pack

• Be mindful and aware

• Look at the restaurant operation from the guest's and owner’s perspective

Keep Moving

Remember to keep moving. Staying too long in any area will minimize your effectiveness. A good floor supervisor almost seems to have eyes in the back of their head. They can walk through a room at a moderate pace and see anything and everything that is happening. As you move through the restaurant, continuously check on all four major areas.

      Dining Room | Bar | Prep & Dish Area | Expo & Kitchen line

Conduct a Figure 8 Walk-Through with a ninja-like precision! Create a checklist that narrows down what you look for in each area. You can be as specific as you want, as long as it is measurable and the expectation is realistic for your staff, then go for it!

Dining Room/ Host Area/To-Go Area

• Staff are in proper uniform and neatly pressed

• Tables and chairs are aligned

• Hosts welcome guests with smiles and quote proper wait times

• Service stations are well-maintained

• Sanitizer buckets are in use and with proper chemical ratio (200 PPM for quat)

• Servers acknowledged guests within two minutes

• The music level is up to standard - adjust it during peak when the noise level goes up, you should be able to hear the song lyrics

• Water bottles are clean and free of water spots

• To-Go orders - items are checked off and packaged accurately

• POS registers and handheld devices are clean and sanitized

• Restrooms are clean and checked every 30 minutes

• No cell phones in the restroom policy is enforced

• Team members wash their hands in accordance with the food safety and sanitation standards

• Highchairs are clean and sanitized

• Dog bowls are clean

• The host stand/station is free of clutter

• The centerpiece for tables is fresh, water is not cloudy

• Condiments are clean and sanitized

• The cart for dirty dishes is clean and not overflowing

• Ice scoop - in a proper holder and not placed inside the bin

• Floors are free of crumbs

• Plants and decors are well maintained

• Water pitchers are wrapped with linen/towel

• Steps of Service are performed by Servers, Bartenders, Bussers, and Food Runners

• Candles are lit at 4 or 5 pm (if candles are used for dinner service) and lighting are dimmed

• Service trays are clean

Bar Area

• Drink garnish is fresh, placed on ice, and tongs in use

• The glassware dish machine is fully functional and chlorine sanitizer is at 50 PPM

• Bartenders are in proper uniform, neatly pressed

• Jiggers in use for measuring liquor

• Glasswares are polished

• The equipment is clean and polished

• TV on the proper channel (sports)

• Liquor caps in use

• No cell phones in the restroom policy is enforced

• Handwash sinks are set with soap, paper towels, and hot water. Fully stocked and unobstructed

• Fridges are stocked, items are rotated (F.I.F.O.) and labels in use

• Maintain organized countertops and clean floor throughout the service

• The floor drains are clean and the strainer in use

• The music level is up to standard - adjust it during peak when the noise level goes up, you should be able to hear the song lyrics

Expo & Kitchen Line

• Line Checks are conducted twice daily by the KM’s

• Recipe compliance - plating recipe guidelines are followed

• Measuring tools for portion control are in use

• Line schematics are followed - this will help your staff improve their muscle memory by keeping items on the same spot

• Sanitizer buckets in use - must be 200 PPM and changed every 2 hours or whenever it becomes cloudy.

• Handwash sinks are fully stocked and unobstructed

• Staff are in proper uniform - aprons, hats or hairnets, non-slip shoes, and a clean chef coat

• Plates and utensils are clean

• The equipment are clean and fully functional

• 30 minutes stop and clean in place and enforced

• No cell phones in the restroom policy is enforced

• No drinking or eating in the kitchen line

• Gloves in use and changed every 30 minutes or whenever it gets dirty

• Floor drains are clean, and strainers in use

• Steam table water temperature is maintained at 170° F

• Items on the service line are kept at 3/4 full and not over the rim to maintain proper food temperature

• KDS bump screens are clean and sanitized

• Towels are kept inside the sanitizer buckets and not left on the counter

• Labels in use (F.I.F.O)

• Foods are kept 6” off the floor

Dish & Prep Area

• Prep Recipe Compliance - prepped items are checked for quality and approved by the KM’s

• The 3-sink compartment is properly set up in accordance with the health department code

• The dish machine is clean and fully functional. Spray nozzles are clean and cleaning solutions in use

• Cutting gloves in use when using a knife or a slicer

• Labels in use (F.I.F.O)

• Foods are kept 6” off the floor

• Staff are in proper uniform - aprons, hats or hairnets, non-slip shoes, and a clean chef coat

• 30 minutes stop and clean in place and enforced

• No cell phones in the restroom policy is enforced

• Sanitizer buckets in use - must be 200 PPM and changed every 2 hours or whenever it becomes cloudy.

• Handwash sinks are fully stocked and unobstructed

• Gloves in use and changed every 30 minutes or whenever it gets dirty

• Floor drains are clean, and strainers in use

• Dirty dishes are stocked according to their kind

• The prep tasting log is in use and signed off by kitchen staff and the KM

• The produce are washed properly

• Proper use of cutting board to avoid cross-contamination

• Proper food chilling procedures are followed

• Recipe binders or recipe tablets are in use and in proper working condition

• Mop sink, mop buckets, wet floor signs are clean and in good repair

• Shelves are clean

• The back area is well maintained (organized and clean), and boxes are folded

Carry a Notepad

Always carry a small notepad and a pen, it is amazing how many things can pop up between the time you set off from the front and arrive at the back door. Jot down notes to yourself when you can’t stop to attend to something immediately. Then go back and deal with it as soon as you can.

Utilize a Day Timers - having a monthly calendar allows you to plan for future events i.e. catering orders, reservations, inquiries, etc. Get into the habit of looking ahead at your calendar on a daily basis.

Be Flexible

Every day in the restaurant business is different, never assume that you know what is going to happen. Be flexible, adjust, and anticipate. Be particularly alert on slow days. Trouble is often likely to arise when your staff are not busy and tend to congregate and chat.

 Ambiance Awareness

The “Ambiance” of your restaurant refers to the mood or character created by the physical environment. As you move throughout the operation watching the guests as well as the employees, also be aware of the environment itself. As you do your walk-through you have to put yourself in the guest's shoes - Is it what you would enjoy if you were a guest? Are you creating a fun, festive, and casual atmosphere?

Ensure a pleasant environment for your guests by monitoring the following:

1.     Music Level

2.     Lightings

3.     Heating and Air Conditioning

4.     Physical Appearance of rooms, furniture, flooring, displays, etc.

Guest Visitation

Guest interaction is one of the most critical elements of floor supervision by visiting tables. The manager maintains a high profile in the restaurant, satisfies a basic need of acknowledgment to our guests, and sets an example to our staff of our commitment to guest satisfaction.

Check Back

Return to the table within 2 minutes after the guests have had a chance to take a few bites of the appetizer or other food item. This is your opportunity to make sure their food is done correctly that they are happy with their choice and to catch any mistakes before it’s too late to correct it. Be specific asking how their meal is i.e. “Is the Salmon Salad prepared just as you like it?” “May I bring you anything else at this time?” Do not use the words “All right?” or “OK?”. These words imply mediocrity and always refer to the guest’s specific dish.

Before you get involved with guest interaction you need to be aware of some key points:

• Product knowledge

• Reading the guests

• Communication (question to ask)

• Handling complaints

• Reassuring the guests

• Interaction with kids

• Thanking the guests

• Most important of all: How to approach a table

Product Knowledge

You need to have an excellent understanding of our food products so that you may answer any questions and make suggestions to our guests. In this Age of Information, we add value to our efforts when we add knowledge to our guest’s experiences. Remember: Sharing knowledge with guests makes for more sophisticated customers. As a result, these guests develop a passion for the food and drinks we serve in our establishment and become eager to explore the services and products we have to offer. Each of us can add value to the guest’s experience by enhancing it with knowledge and information. In return, our guests learn to see us as trusted advisors, not just transaction handlers.

Reading the Guest

Make a judgment as to the initial approach. Is it a young couple on a date; a business meeting and they don’t want to be bothered; a family with a small child who could use some attention – extra napkins or crayons; or an elderly couple who might need some assistance?

Communication

Ask specific questions!” How is everything?”, is too general. Some good examples are,” Was the service up to your expectation”, and “How is your Manhattan Clam chowder?”. Discuss with your General Manager some of the approaches they use.

Handling Complaints

When things are wrong at a table and a guest complains – fix the issue immediately. Show concern and assure them that you will correct the problem. After you have corrected the issue, follow up with the guest. Whenever a server senses a problem and makes you aware of it, respond. This will build up confidence in your staff and you will be perceived as a leader with a concerned attitude. Upon your approach, SMILE! Remember this is not an encounter, we want the guest to win. Always keep in mind to give our guests a compelling reason to return.

The Five A’s for Effectively Addressing Mistakes

When something goes wrong, YOU have the power to help solve the issue. No guest should ever leave unhappy. It is up to you and your team to make sure that guests leave happier than when they walked in. 

Awareness

• Many mistakes go unaddressed because no one is aware that they have happened 

Acknowledgment

• “We had an accident and we are going to prepare a new plate for you as quickly as possible.”  Respond immediately, you are going to deal with this problem eventually and it’s always better to resolve the problem at the outset.

Apologize

• If we make a mistake, we own up to it and learn from it.

• “I am sorry for the inconvenience.” Alibis are NOT one of the Five A’s. It is not appropriate or useful to make excuses i.e. “The kitchen is really backed up!”

• A simple “apology” goes a long way when solving problems.

• Be sincere and really mean what you say.

Action

• “Please enjoy this for now. We’ll have your order out in just a few minutes.” Say what you are going to do to make amends and then follow through.

• Remember that you have the power to do whatever it takes to make our guests happy.

• The guest doesn’t care who messed up, they just want the problem solved!

• After you solve the problem, follow up. We don’t want them to just be satisfied, we want them to be blown away by their experience.

Additional Generosity

• Err on the side of generosity. Make sure the value of the additional redemption is worth more than the “cost” of the initial mistake. Use your creativity and imagination to make sure the final impression is the one you want to leave the guest with.

Reassurance

Make sure the guest knows, especially during a complaint, that you are in control of the situation. Always be sure to thank the guest for taking the time to bring it to your attention.

Interaction with Kids

Interact with kids, and treat children as if they are young adults. Parents love the attention given to their children and will appreciate your interest and time.

Remember to be nice to children, they often make the decision where they want to dine in. Be sensitive to their and their parent’s needs.

The Fond Farewell

Finally, thank the guests for their patronage as they are departing. Everyone likes to feel they are important, and a” thank you” ensures that feeling.

Spend as much time as needed on guest visitation and make sure you become comfortable with approaching any guest.

If your company uses a guest feedback app or a comment card, this will assist you in following up on your progress in this important area!

Set the Pace

Your energy level sets the pace for the entire room. If it is very busy and you seem frenzied, so will your staff. On the other hand, if you move and speak in a manner that is brisk but friendly, they will tend to do the same. If you stay calm, the atmosphere created by your staff will be calm. If you seem sluggish and disinterested on a slow day, don’t expect your team to exhibit enthusiasm.

         ENERGY Management – Your team feeds off their energy from you!

Utilize the Checklist

To help you organize your time and assist you in completing all shift responsibilities, utilize the checklists in each area for opening and closing shifts. We get pulled in many directions and may lose sight or get off track during peak times. The checklist will help you get back on track when you find yourself behind and overwhelmed.

During all peak periods, you should be on the floor overseeing the operation. Your goal is to ensure the satisfaction of all your guests through product quality, service, and ambiance.

“Systems run the business and people run the systems”

This is the story about four people named ANYBODY, EVERYBODY, SOMEBODY, and NOBODY.

 “There was an important job to be done and Everybody was sure that Somebody would do it. Anybody could have done it, but Nobody did it. Somebody got angry about that because it was Everybody’s job. Everybody thought Anybody could do it, but Nobody realized that Everybody wouldn’t do it. It ended up that Everybody blamed Somebody when Nobody did what Anyone could have.” - Unknown

This story teaches us the importance of checklists and having someone in charge would help streamline the process. Someone was left out in this story so that someone will be YOU!

•  You will be accountable

•  You will be in the driver's seat

•  You are going to coach and manage your staff

•  I will inspect what I expect

•  Remember we are all in the same boat

•  If in doubt refer to the company's Core Values

Set the Tone

Your presence on the floor sets the tone for the crew and the pace of the restaurant. Project in a cheerful and professional manner, and your team members are more likely to do the same. 

“Set the tone for your day by treating people better than you expect to be treated by them. Be the first to smile. Express your appreciation for them. Expect the best out of them, if you act first, you will set yourself up for success.” - John C. Maxwell

In the Details

EVERYTHING MATTERS – In business, in life, success is in the details. It’s called Kodawari in Japanese terms - a relentless pursuit of perfection, attention to every detail, and the unwillingness to compromise. No matter what the detail is – the cleanliness and maintenance of the restaurant, the quality of the products we serve, our ability to deliver warm and caring hospitality as well as technically superior service, our reputation in the community, the consideration with which we treat one another – it is critical. Nothing is trivial, and the guest notices everything. We must always put ourselves in the shoes of our guests, seeing everything from their perspective.

If the details all come together in the right way, if we are able to create a warm and caring environment, cleaned and organized to perfection, populated with staff who truly care about their guests and their fellow team members’ well-being, then the restaurant takes on a special feeling. Psychologists refer to this feeling as a “felt sense”. A felt sense is the result of a myriad of tiny details that often lurk somewhere below our conscious awareness. For example, without conjuring up specifics, the term “ice cream” is likely to bring about a very different felt sense than the word “vinegar”. That same felt sense comes into play when all of the details of the restaurant have been properly attended to: when the lighting is just right, the music in the background at the correct level, and the silverware and glassware polished and placed carefully at each setting, the team member uniforms clean and properly ironed, the plates wiped clean and properly garnished correctly, the staff members focused on their work, supportive of one another and enjoying each other’s company, the walls and artwork clean and dust free, the floors clear of any crumbs, the temperature in the room set at a comfortable level, the servers and bartenders knowledgeable and actively providing hospitality, the menus clean with no torn or stained pages, the entrance and walkways swept clean, and finally each and every team member smiling, engaging with eye contact, Connecting, Discovering, and Responding with genuine hospitality to Surprise and Delight each and every one of our guests. This may be a tall order day-in day-out, but it is the heart and soul of what restaurant hospitality is all about!

The Secret to Good Hiring

Defining Talents that Fit in Your Restaurant Culture

No matter how great the decor, the location, the bar menu, or the quality of food ingredients, at the end of the day, no more and no less than the sum of the people who work in them. So how do you decide whom to hire and not to hire a candidate or an applicant? What criteria should you use in selecting your team? Clearly, these are some of the most critical decisions any manager can face. All too often the answers to these questions vary from manager to manager, and are often subjective as to be useless: “He was very nice”, “She seemed smart”, “He dressed up for the interview”, “She has worked in some good restaurants”, “He has a lot of wine knowledge”, etc..etc. While all of these answers are positive, and certainly none would be considered bad qualities in a prospective employee, none of them are adequate filters for determining how you select your teammates. Instead, you must begin with a clear definition of what your model employee looks like.

The first step in defining the qualities of who you should be looking for in a potential employee is to separate “technical” talents and “emotional” talents. Technical talents are very easy to identify, and also very easy to train for. In time, nearly anyone can learn how to properly saute a piece of fish, deglaze a pan, crumb a table, or open a bottle of wine. Emotional talents, on the other hand, are nearly impossible to train for are instinctive, and (of course) are much harder to identify. listing the technical skills that a given job will require is the first step in identifying which potential candidates will make the cut, but beyond that, we need also to list which emotional talents our potential employees must also have. While there are various emotional talents that may work well in different job settings, in a restaurant dedicated to hospitality the ability to work in a positive manner with other staff, to work with a sense of urgency, to be respectful of other people, to genuinely enjoy making other people happy and to hold high internal standards are just a few of the emotional talents we are looking for. In Setting the Table, Danny Meyer lists five core emotional skills that define a potential champion of hospitality.

They are:

1. Optimistic Warmth - genuine kindness, thoughtfulness, and a sense that the glass is always at least half full.

2. Intelligence - not just “smarts” but rather an insatiable curiosity to learn for the sake of learning.

3. Work Ethic - a natural tendency to do something as well as it can be done.

4. Empathy - an awareness of, care for, and connection to how others feel and how your actions make others feel.

5. Self Awareness and Integrity - an understanding of what makes you tick and a natural inclination to be accountable for doing the right thing with honesty and superb judgment.

Rich Melman, the owner of the Lettuce Entertain You restaurant group in Chicago defines his perfect candidate as having 51% emotional talents and 49% technical talents. This “51-percent solution” correctly places the five core emotional skills for hospitality above the technical skills necessary to simply execute a job. Please note that the recipe is not 90% emotional skills and 10% technical skills, however, what the 51-percent solution does is properly weigh the instinctive character and personality traits - the emotional skills - that are needed to create a positive and healthy work culture.

Selecting for the Right Talent

So, now you have a list of your core emotional and technical talents ready to match up against your job candidates. Now what? Recruiting and hiring can be a complicated process. The candidate has to learn about you, your company, their potential role in your company, and the details of their proposed compensation. You have to check their job history and references (never skip this step), you may need to make an offer and respond to their counteroffer, etc. All of these items are very important, but they must all be handled separately and apart from the first interview - the Talent Interview!

The talent interview should stand alone. It has only one purpose: to discover whether the candidates recurring patterns of thoughts, feelings, and behaviors match the requirements of the job. This is a very difficult task, and trying to accomplish the other tasks at the same time is close to impossible. Be sure to set aside enough time to mine through the emotional talents of the candidate. Be clear at the outset of the interview that you are not there to discuss compensation or references, but are only there to learn about the talents of the candidate. This means that the interview will be a little more structured than most: more questions, less banter, and decidedly different than a “typical” interview. Unfortunately, the typical interview does little to shed light on how a candidate might actually behave once they are inside of the business. Part of the problem with this is that people quite often say things about themselves that simply aren’t true. This may not necessarily be because the candidate intentionally misleads you, but also because people are often not the greatest judges of their own talents; some might believe that they possess great empathy, for example, when in fact they don’t.

The single best way to discover a person’s talent in an interview is to allow him to reveal himself by the choices he makes. In this sense, the questions you ask should try to mirror verbally what he will face on the job behaviorally. On the job, the employee will face hundreds, if not thousands, of situations every day to which he could respond in any number of ways. How the employee responds to these situations will be the definition of his job performance. Our job then is to ask questions that will give us insight into how the candidate will likely respond to those situations.

The right technique in asking these questions is to ask OPEN-ENDED or SCENARIO-BASED questions that offer many potential directions for answers. It is important not to telegraph the “right” answer. Choose open-ended questions such as “How closely do you think people should be supervised?” or “What do you enjoy most about bartending/hosting/cooking?serving?” The direction that the candidate takes in answering these questions will be predictive of his future behaviors. Scenario-based questions are similar but generally involve a “what if” function. When an interviewer asks these types of questions, they will often describe a potential situation that is likely to come up during the candidates’ employment and then ask, “What would you do in that situation?” or “How would you approach that problem?” The beauty of the “what if” question is that there is no wrong or right answer, just a response that the person being interviewed has no choice but to answer from his or her own experiences and understanding.

Once you have asked a question, do your best to pause and remain quiet. Try not to answer your own question or point the candidate in the “right” direction. If the candidate asks you what you mean, try not to answer directly. Instead, let him know that there is no right or wrong answer and what is important is what the questions mean to him. Most importantly, whatever answer the candidate gives you believe him. No matter how great your first impression may be, no matter how much you want to like him, believe him. A person’s unaided response to an open-ended question is powerfully predictive. Trust their answer, no matter how much you wish they had said something else.

Just as open-ended questions give us a window into predicting future behaviors, past behaviors are also a very good predictor of future behavior. Therefore, asking questions such as “Tell me about a time when you…..” can serve you well. These questions can be tricky, however. It is important when asking questions about past behaviors that you listen to specifics. In this case, specific means a specific time, place, person, or event. Sometimes, candidates will answer these questions with a “theory” about how important something is, but cannot provide a concrete example of past behavior of theirs that substantiates that this type of behavior is typical of them. Remember, we are looking for clues to help us predict future behaviors. What candidate says they believe is not as predictive as what they have done. If when asking these past behavior questions, the candidate does not answer in specifics or gives you an incomplete answer, it is common to push for more specificity: “Can you tell me more about that?” and then judge the candidate on the quality of this answer. Do not make this mistake. Regardless of how much detail the candidate eventually provided, if he/she needed two or three probes to describe a specific example. then the chances are that this behavior is not a significant part of their makeup and will not be helpful in predicting future behaviors. Remember, we are not judging the quality of the description or how articulate the candidate is; instead, we are looking for answers that are specific and top of mind and indicate how the candidate will likely respond in a given situation in the future.

Putting it All Together

Now you are ready to create an interview sheet that will record all of the critical information from each interview and will serve as your record of how well you feel each candidate matches up to your list of emotional and technical talents needed to be successful. Your interview sheet should consist of the following:

• The candidate’s name, your name, and the date.

• Each of your open-ended or scenario-based questions, with space afterward to take notes while the person is speaking and what you are learning from their answers.

• A space for recording your immediate post-interview impressions about whether, and to what extent, the person has demonstrated the requisite talents - emotional and technical - needed for the job.

• A list of the specific talents you are interviewing for, including both technical and emotional talents, with an area next to each for you to list an overall rating of one to five (five being the best).

Interview the candidate, asking your pre-determined open-ended and scenario-based questions. Write your impressions down during the interview itself. Once the interview is over, pause for a moment and gather your thoughts to write down a summary of your impressions of how the candidate matches up to the emotional and technical requirements of the job. Put the interview paper aside for 24 hours.

After a day, pull the interview sheet out of its file and look over your notes and scores. After this cooling-off period, do you still feel the same way? If you still feel positively towards the applicant ask yourself a series of scenario-based questions:

• It is a busy evening in the restaurant and your most important VIP diner, or a food critic, has just walked in without a reservation. You must seat her right away but the only open table is in the candidates section. What is your gut reaction right now? “Great!” or “Uh oh”? (For the kitchen just replace the table scenario with an entree order).

• Think of a close competitor, your biggest rival. Now imagine that yesterday you made a job offer to this candidate and today you get a phone call from the candidate saying that they just received a matching offer from your rival. What was your reaction? Do you think, “Damn it, we blew it!” or “Whew, that was a close call?” In other words, do you feel that this person has the capacity to make a substantial difference to your (or your rivals) team?

• Check your gut. Put aside your interview sheet and for the moment forget about emotional and technical talents, job history, or references. How does this person make you feel? Is this person a paper tiger (great on interview but leaves you feeling empty) or someone you can’t imagine not hiring?

Unless you can answer all three questions positively, move on. Lastly, ask yourself - or your co-managers - if you think this person has the potential to become one of the three best employees on the team. If they don’t at least possess this potential, why hire them? Remember, it is not the over-whelmers or the under-whelmers that will cause you problems in the future. The problem comes in the form of the “whelmer” that employee who neither rises to greatness nor sinks to easy termination. Whelmers infuse an organization and its staff with mediocrity and they send a dangerous message to your staff and your guests that “average” is acceptable.

One last piece of advice: ALWAYS BE HIRING!

Great candidates rarely pop up at a snap of the fingers, or at the moment you just need them. Instead, they may often appear at times when you don’t need anyone new. However, in this day and age, finding candidates who meet the criteria of both our emotional and technical talents is becoming more and more difficult to find. It is a smart practice to regularly run ads for new team members, and interview candidates regardless of your current staffing needs. Sometimes it even makes sense to hire a candidate who matches all of your criteria even if you don’t have room for them. Remember, however, that smart hiring (hiring 51 percenters) will help create a positive and caring, culture and that is often the best recruiting tool of all!