FS Prep Lessons: Volume I - Houston Independent School ...



Operations:Restaurant Management BasicsLength of Class: 2 sessionsClass Duration: 90 minutes eachLecture: 90 minutesStudent Activities: 30 minutesOptional Quiz: 15 minutesStudent Objectives:Demonstrate understanding of recruiting and hiring of restaurant employeesList and explain the five- star performance management systemDescribe the basics of employee-manager communication Describe how to give direction, coach, counsel, and train using active listening and basic communication skillsList the steps to follow and legal considerations prior, during, and after termination of an employeeDemonstrate understanding of daily cost control measures List tools available to assist in cost control effortsDemonstrate understanding “Positively Outrageous Service?”Demonstrate understanding of risk management in a restaurantList and explain the process of planning a shiftDemonstrate the understanding of managing a quality shiftTEKS Alignment: Culinary Arts: (1)(A),(B),(G); (4)(B); (5)(C); (8)(B),(C);(9)(B); (10)(A),(B); (11)(B),(G),(H)Practicum in Culinary Arts:(1)(C),(D),(E),(F),(J),(K); (4)(C),(D); (6)(A); (9)(A),(B),(C),(D)Restaurant Management: (1)(C); (2)(B),(D),(E); (3)(B),(C); (5)(B);(6)(A); (7)(B),(C); (8)(A),(B),(C); (10)(A),(B); (12)(B),(C)Foodservice PrepTexas Restaurant Association Education FoundationOperations: Restaurant Management BasicsLecture Guide:I. Recruiting and Hiring Hourly Employees A. Staffing Needs Based on sales per shift, number of shifts per day/week, employee illness, vacations,avoiding overtime B. Recruiting as a Marketing Tool (Good reputation = Increased applicants) Proper staffing is a real issue in today’s restaurants. Due to the growing number ofrestaurant’s as well as a low unemployment economy, it takes a concerted effort to recruit and retain top quality employees. Without proper staffing, the entire shift and the restaurant’s reputation is at risk if more customers arrive in comparison to the number of employees required to serve them. In addition, experienced employees generally perform better leading to an increas in customer service. C. Recruiting EmployeesThere are various ways to recruit new employees when necessaryrecruiting from other businessescollege campus recruitingrunning ads staff recommended employees, and offering “bounties” for qualified employeesonline job banksjob fairs D. Attracting Top Talent Using IncentivesIt is important to take into consideration why employees would want to work for you.Benefits are more important today than ever before. Businesses that had a difficult time recruiting restaurant employees in the past, are now doing so by offering better benefits as an incentive. Today’s restaurants need to consider offering full insurance benefits, job security,flexible scheduling, sufficient income and the opportunity for promotion among other benefits. E. Interviewing & Auditioning ApplicantsSee: Interviewing and Auditioning Handout, p. 6—16-6—17The importance of conducting an effective and professional interview cannot be over emphasized. The effectiveness of the interviewing process will determine the quality of a restaurant’s staff, and in the process the quality of future guest experiences. The manager must take the time to prepare sufficiently for the interview ahead of time (i.e. know the applicant’s name and background information). Once the interview is scheduled, the manager must place enough priority on the interview to conduct it on time and without interruption. Emphasis must be given to spending the time to gather information and allow the employee to “perform” and “audition” with enough time to evaluate their personal qualities and decide if the applicant is right for the operation. Interviewing Don’tsDo not leave an applicant waiting if you have scheduled an interview. It makes a bad impression on you and your business. Keep in mind you may need to sell this person on taking the job if you like them! Do not be too casual. It is okay to be at ease and somewhat casual but professionalism is what most winning applicants are looking for.Foodservice PrepTexas Restaurant Association Education FoundationDo not give false expectations. Unless you give them a job offer on site, let them know exactly what to expect. If you say you will call them on a specific day, make sure it happens. Remember, even if you don’t hire them, that person is likely to be a good customer! A manager should gain enough information to make a hiring decision. It is not a bad idea to schedule a second interview with another manager if the first manager likes an applicant.If the manager decides to hire, they should have made a good enough impression on the applicant so that they are willing to accept a job offer. The best employees have options and they are screening the manager and their operation while interviewing. The challenge for the interviewer is to extract information while at the same time selling the job. On the other hand if the applicant isn’t a good fit, the manager should not encourage them or give them false hope. Instead, they should be be up front about their intentions.F. New Hire ChecklistSee: New Hire Checklist, p. 6—18Once an employee is hired, an initial checklist should be completed that covers all the basics from paperwork to a training schedule. See: Legal Considerations, p. 6—19G. Legal ConsiderationsIn today’s litigious society, a manager must always be knowledgeable of legal do’sand don’ts when interviewing. II.Managing for Superior Performance – The “5 Star” Performance Management SystemWhen dealing with employees on the job, there are several areas to consider whenaddressing a negative job issue.Following are five aspects of managing employees: See: TRAEF’s Five Star Management System Group Exercises Handout, p. 6—20-6—28Specific Job Situation- What? How?The Employee – Consider personality, attitude, skillsBehavior and Training – It is the restaurant’s duty to provide the proper training to assist each employee in succeeding based on a and b above.Consequences - Why should the employee perform to the restaurant’s expectations? What’s in it for me? What are the rewards, punishments? What are my scheduling requirements?Feedback – Does anyone discuss employee job performance with the employee?Is performance tracked by check averages, sales per hour or other objective means? Service standards? Five Key Points for Superior PerformanceActive Listening – Managers sometimes spend too much time talking, giving direction and criticizing when they confront an employee with a performance problem. Don’t just talk—listen. The following three skills are involved in active listening:Pay Attention - The manager should make eye contact and avoid distractions.Reflect understanding – The manager should repeat what he/she thinks has been said to ensure that what they heard and what the employee is saying are the same thing.Use open ended questions – Managers should avoid yes or no questions and instead, ask questions that will lead to conversation and give employees the opportunity to talk.Foodservice PrepTexas Restaurant Association Education FoundationGiving Direction (Using Behavioral Terminology) – Sometimes we use words to communicate job performance concerns with employees that the employee does not understand. The following are key points to follow when giving direction:Use clear, behavioral terms – Terms need to be concrete and measurable so the employee understands exactly what to do or not to do to be successfulAddress specific behavior – Deal with what they do on the job, not who they are.Be upbeat and sincere – This makes a difference how the message is delivered, and sincerity invites the employee to do the same in return. See: Giving Direction Handout (optional), pp. 6—29-6—30Coaching and Training is warranted when a problem arises due to the employee’s lack the knowledge of his/her job responsibilities or goals, or the employee has not learned the skills to do a particular job. At this point, employees should be coached. Explain using behavioral terms specifically what you want the employee to do.Model the behavior – lead by example.Let the employee practiceGive feedbackCounseling – When the problem is not a matter of not knowing or understanding, it becomes necessary to counsel the employeeDefine the problemSee: Employee Communications Form, Company Forms, p. 6—31Ask the employee for inputAgree on solutions (this is key)Schedule a follow-upAlways DocumentFollow-up on the plan Terminating – After employees have been coached and counseled and there is no improvement, it may be time to start the termination process. This is the last thing a manager wants to do if given a choice. Unfortunately, in the hospitality business it is necessary from time to time and the manager needs to be prepared and know how to terminate properly if necessary.See: Employee Counseling Form, Company Forms, p. 6—32Steps to follow prior to termination – Ask the following: Were employee guidelines clear and communicated? Do you have specific documentation? Have others been terminated for the same reason? Would it be a surprise? (It shouldn’t be)Verify company policyCommon reasons for terminating –Lack of performing duties, unable to change behaviorHarassing co-workers in any wayInsubordinationPolicy issues – Examples include drugs, stealing, no-show-no call, chronic or excessive absenteeism or lateness, intentionally not ringing up food or beverage items, adding gratuity to a bill without the guest’s permission. Critical Steps in terminationIdentify the incidentInform the employee he/she is terminatedExplain what led to terminationLet the employee know what to expect (paycheck, references for example)Document your actions and obtain a signature. If they are unwilling to sign simply write, “refused to sign” on the document and initial it.Do not forget legal considerations. Consider age, disability, race, and religion. Make sure there are other concrete job performance issues – and document these issues.Foodservice PrepTexas Restaurant Association Education FoundationIII. Managing the P & L – Cost controlCheck Average – The amount of sales / by the number of people sold = average check. This tells the manager how much each customer has purchased and he/she can compare individual employees average checks, the average check of a shift, per week, month, and year. The higher the average check the more “add-ons” like appetizers, desserts have been sold. High check averages = High profits.Food and Liquor costs – Amount of food purchased divided by the amount of sales when purchases = food cost. Amount of liquor purchased divided by the amount of sales = liquor cost. The lower your cost, the more profit is being made. A high food or liquor cost indicates a problem such as waste or possible theft. For example, if the liquor cost suddenly goes up, someone may be giving away drinks or over-pouring. The same applies to a high food cost, which would mean that food may not being charged for or possible theft.Managing cost of sales shift by shift – A restaurant is unique in that it is a business where a raw material is brought in the back door, manufactured into a marketable product, marketed, assembled to the customers request, delivered and consumed – all on premise. It is necessary for a manager to be constantly aware of those areas in which cost, profitability and quality-control come into play:Ordering InventoryReceivingStoragePreparationCustomer OrderingAssemblyDeliveryConsumptionSeven Basic Tips to Controlling Food CostsLine Checks – Conduct line checks for food quality and adherence to all standards. Specifically make sure measuring devices are on hand to assure menu specifications are being followed. See: Line Check Handout, p. 6—33Meet individually with employees – Touch base regularly to make sure ongoing training helps them understand your expectations.Conduct daily shift meetings to remind employees of anything that is relevant to their on-going training. Always stress that cost control measures are maintained.Review your menu at least monthly – what is selling, what isn’t? If and items is not selling, there could be items being ordered, prepared, and never used therefore leading to waste.Check pricing – At least weekly, confirm all pricing is what you were originally quoted, and you are given the lowest possible prices. From time to time, check out competing vendors prices. See: Prime Vendor Summary SheetBe sure to have security systems in place (liquor locked away, back door is closed and locked, manager is out of office and visible).A few administrative items can help such as maintaining ticket control and auditing tickets regularly.See: Weekly Labor Summary, p. 6—34Controlling Labor CostsKeep track of labor on a daily and weekly basis Anticipate holidays, conventions, special local eventsBe sure employees clock in and out at proper timesConstantly monitor productivityUse staggered schedules to ensure there are not too many people on the clockCross check side duties and keep staff productive during slow periodsTrack time worked vs. sales (labor cost) every shift. This will assist you in keeping an eye on your effectiveness in running an efficient shift. The manager needs to be available – out of the office, coaching, helping employees and greeting guests, visible at all times Foodservice PrepTexas Restaurant Association Education FoundationIV. Assuring good service – “Positively Outrageous Service”What is Positively Outrageous Service? It is service that not only meets but exceeds customer expectations. It is service that ensures the customer will have a memorable experience and return as well as tell their friends. It is not enough just to cover all the bases; it’s a home run with each customer, every time.Trends affecting customer buying habitsAging Population – Baby Boomers, one of the wealthiest portions of American age brackets already have sufficient material items so they spend money looking for an experience. Restaurants are in the experience business.Free time – We don’t have it. Less family time, less time for meals to be prepared at home, high value on leisure time.Consumer Buying Habits – People today have additional money to spend on being pampered, going out to eat, enjoying a family night out.High Tech – People spend their work days in front of a computer. When they have spare time, they want be in contact with people.Suggestive SellingEmployees need to view themselves as being in the business of sales for themselvesAll staff should know the menu inside and out. This includes ingredients, taste, what accompanies what.Service staff should guide the customer to a great experienceUse good adjectives! Be descriptive-mouthwatering!Management InvolvementSee: Restaurant Ambience ChecklistConduct pro-active table visitsHandle all customer complaints with your employeesBe everywhere – in the kitchen, on the restaurant floor, at the front door, in the bar, checking out the bathrooms, parking lots, watching customer’s faces.V. Risk ManagementRestaurants are risky businessRestaurants are customer intensive – There are many interactions per day, week, and year.Restaurants are employee intensive – fast moving, wet floors, hot foods, sharp objects.Restaurants have a dangerous product – Food can potentially kill if not prepared properly, DO NOT forget we live in a world in which some individuals seek to place blame for any problem they encounter.How to Eliminate RisksSet up a safe, performance-based work environment by:Securing specific job descriptions, assignmentsHaving clear concise policies and procedures in placeMaintaining good employee records and documentationProviding written performance evaluations, focus on safety.Set up Safety Mechanisms to ensure safe work practices insanitation, safety, and fair employee treatment. Examples include ServSafe Food Safety classes, posters, HACCP, safety audits, employee manuals, shift meetings.Foodservice PrepTexas Restaurant Association Education FoundationVI. Leading a quality shiftCommunicate with the previous managerReview your sales and labor projections constantlyCreate your plan – using an index size card that will fit in your pocket (See pocket rocket example sold by TRA). Fill in employee line up, special events like large reservations, appointments and interviewsPlan out any “what if” situations – For example, if the shift is slower than expected. Know the capabilities of each employee; plan on where to place them during peak periods, position staff to take advantage of strengths, weaknesses, and cross training capabilities.Get out on the floor! Check team’s appearance, grooming and readiness to take on the shiftConduct line checks –For example, inventory on hand, enough for peak period, less during slow periods, quality, and food cost issues (measuring cups and spoons, sanitation and safety issues).Daily Management Practices – Write down and review the daily action Have a card handy, complete with any to-do lists, checklist for cleaning needs-projects. In addition, decide on daily goals, look for shift leaders to assist with responsibilities, delegate cleaning projects, cleanliness (bathrooms) projects, parking lot, product quality, morale, profits, other.Analyze your shift after the factWere your goals met?Were any problems well handled?How could those problems have been prevented?Communicate any information or opportunities to the next managers, either in a pre-shift meeting, a manager’s log (see managers Red Book fact sheet sold by TRA) or both.Set priorities for the next shift.Additional Resources: The Restaurant; From Concept to Operation, ? 2005, Walker and Lundberg, John Wiley & Sons, Ince., Chapter’s 11-14Jim Laube’s ................
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