Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Chapter 12 Training and Service The Restaurant: From Concept to Operation, 7th edition Courtesy of Red Lobster Restaurants 1

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Objectives After reading and studying this chapter, you should be able to: –Describe characteristics of effective managers –List the goals of an orientation program –Compare and contrast behavior modeling and learner-controlled instruction –List guidelines for effective trainers –Describe elements of an effective training program 2

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Orientation Well-planned orientation programs –Help new employees become acquainted with the restaurant –Most labor turnover occurs within the first few weeks of employment Orientation Courtesy of State Street Eating House 3

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Orientation (cont’d.) Eight goals: –Explain the company’s history, philosophy, mission, goals, and objectives –Make the employee feel welcome –Let employees know why they have been selected –Ensure that the employee knows what to do and who to ask when unsure 4

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Orientation (cont’d.) –Explain and show what is expected –Have employees explain and demonstrate each task –Explain various programs and social activities available –Show where everything is kept 5

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Part-time Employees Advantages: –No need to pay benefits –Flexible schedule Disadvantages: –Lack of continuity –More need for training –Less motivation 6

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Training and Development Objective: produce desired behavior –Attitudes and skills for producing food and service that pleases the clientele Employee development promotes: –Problem-solving abilities –Analytical skills –New perceptions –New methodologies 7

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Training and Development (cont’d.) Employee development programs: –Deal with perspectives, attitudes and feelings about the restaurant, job, customers and boss Planning for contingencies is part of development Problem solving can be programmed 8

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. 9 Courtesy of Red Lobster Restaurants

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Training Programs Training programs: –Most involve comprehensive step-by-step job learning Utilize job checklists and differing styles of management control –Emphasize types of sales incentives Efficient approach to training: –Analyze the job –Break it down into the tasks performed –Teach tasks in the sequence performed 10

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Training Programs (cont’d.) Management decides how extensive written job instructions should be –Being brief is an asset –Guidelines for a job Performance is evaluated on each shift Personnel training is the key to keeping satisfied, capable, confident, and competent employees 11

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Training Aids National Restaurant Association Educational Foundation (NRAEF) Developed informative training aids 12

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Combine Training with Development Every job calls for some training and some development Stay impersonal Stay away from touchy subjects Keep conversations brief and friendly 13

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Slogans Help “Thought packages” Example: Plan your work, work your plan. 14

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Step-by-Step Training Server training can be broken down and taught step by step –Can also be summarized on a card small enough to be carried around in a pocket for easy reference 15

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Training Theory Proven guidelines –All react to discipline and punishment. –Reward (reinforce) desired learning. –Reward or punish immediately after observed behavior. –Spaced training is more effective than long period of training. –Expect learning to proceed irregularly. –Expect wide differences in the ability to learn. 16

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Methods for Training Employees As many ways to train employees as there are learning styles 17

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Behavior Modeling Closely related to role playing, this technique depicts the right way to handle: –Personnel problems –Interviewing –Evaluating applicants –Making decisions Uses the innate inclination for people to observe others –Discover how to do something new 18

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Learner-controlled Instruction Employees are given job standards to achieve –Are asked to reach the standards at their own pace Many people believe that it is less costly than classroom instruction Accepts different levels of ability Learner is self-motivated and can proceed at a speed they choose 19

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Manager as Coach Trains and motivates: –Shows people how to perform –Gives criticism when needed –Stresses the right way –Gives positive feedback –Triggers the will to win Manage: –Implies purpose and mobilization of resources for given goals 20

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Service Guest service –Important for all restaurants Particularly dinner houses and fine-dining restaurants –Offer more service –Part of marketing and sales Psychology of foodservice –Varies tremendously Complex relationships and skills 21

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Service Encounter Many servers are skilled performers in the service encounter –Server and guest are actors in a play Once the meal is finished, the play is over, the guest leaves, and the server moves on to the next stage –Payoff for the guest: feeling of warmth, friendship, and ego enhancement –Reward for the server: big tip and excitement of the drama 22

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Greeters First and last person a guest encounters –Smiling, well-groomed, friendly person Asset to the restaurant, but the position calls for more –Greeters who know the restaurant Add luster Are able to answer a variety of questions –Main part of the host’s job Represent the restaurant by offering a friendly greeting and facilitating the seating of guests 23

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. First Impression 24

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. The Server as the Independent Businessperson It is too easy to set servers up as private businesspersons –Operating as an independent business on the premises leased for nothing Can foster competition rather than cooperation Fast-paced dining rooms –Call for teamwork Requires working in harmony, goodwill, and trust 25

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Foodservice Teams Some restaurants operate with servers working two to a team –Most common: server/busser team Team system: –Entire serving crew works as a team “Full Hands In, Full Hands Out” –Major advantage: hot food is served hot 26

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Food Service Team 27

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Hard Sell versus Soft Sell Hard sell –May result in the guest feeling pressured Soft sell –Low key complete service Clientele determines the best approach –Service includes a number of other factors Showmanship, wine service, attention to detail, refilling water glasses, etc. 28

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Seven Commandments of Customer Service Include: –Tell the truth –Bend the rules –Listen actively –Put pen to paper –Master the moments of truth –Be a fantastic fixer –Never underestimate the value of a thank you 29

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Formality or Informality Depends on the kind of experience you are trying to deliver –Some restaurants thrive on informality Servers appear in tennis shoes and blue jeans –Others may be more formal Servers only speak when spoken to 30

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Setting the Table Tables should be pleasing and inviting –Cutlery and glassware should be spotless –Once complete, setting should be pleasing to the eye Accomplished by arranging everything symmetrically Everything is clean and fingerprint free 31

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Table Settings 32

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Taking the Order Servers introduce themselves and take the opportunity to suggest beverages –Main point: get the guest to make a selection from a variety of choices Rather than a simple yes-no decision Server may also describe food specials –Then depart to obtain the beverage 33

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Taking the Order (cont’d.) Food orders –Senior female order is taken first Followed by other women, senior male, etc. –Ordered by seat number Allowing each plate to be placed correctly –Beverages: served and cleared from the right- hand side and to a tray –Some restaurants clear plates as soon as a person is done eating Others wait until everyone has finished 34

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Tableside Service 35

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Greeter or Traffic Cop Greeter: host welcoming the arriving guests –First representative to interact with visitors Sets the tone for the entire dining experience Rookie greeters –First few weeks: outgoing, warm, and friendly Can easily turn into a traffic cop ordering visitors Give the option of becoming a server when vacancy occurs 36

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Magic Phrases May include: –Welcome back –We’re happy you’re here –It’s good to see you again –I hope you like it/enjoy it –May I take your plate? –How was your evening? –Sorry to have kept you waiting –Have a nice trip home 37

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. The Difficult Guest Once in a while, the server is confronted by a difficult guest –Majority of handling complaints: falls into employee hands Must be trained to problem solve Approach: “What can I do to help?” –In itself, quite disarming 38

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Strategies for Handling Complaints Win-win action tips –Act immediately on a complaint –Let the guest know you care –Calm the guest –Tell how the problem will be addressed –Invite the guest to express their feelings –Never invalidate or make the guest wrong –Offer appropriate and reasonable amends –Nurture the relationship 39

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Strategies for Handling Complaints (cont’d.) Other tips –Be diplomatic –Remain calm, listen, and empathize –Control your voice –Get the facts –Take care of the problem immediately –If you take back an entrée, offer to keep the other meals warm in the kitchen So the group can eat together 40

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. Tact: Always Guests want common courtesy –Recognition –Respect –A friendly welcome Principal reason people dine out –Desire for sociability 41

Copyright © 2014 by John Wiley & Sons, Inc. All rights reserved. 42 Dining Critique: How the guests rate the experience © John Wiley & Sons, Inc.