Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. HOSPITALITY HUMAN RESOURCES MANAGEMENT AND SUPERVISION

Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. MEETING WORKSHIFT STANDARDS Chapter 6

Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Learning Objectives 1.Explain why operating standards are important and how managers can enforce them 2.Identify, implement, and review sales and service goals for the Front-of-the-House. 3.Identify, implement, and review sales and service goals for the Back-of-the-House. 4.Describe a nine-step process for scheduling employees

Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Learning Objectives 5.Explain how checklists can be used to monitor quality 6.Explain how communication logs help monitor quality

Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Importance of Operating Standards What are Standards? – Level of quality, speed, food safety, or hospitality that employees should demonstrate – Customers receive a consistently good experience – How staff member should do work tasks – In place for all areas of the operation – Example: Exhibit 6.1, p. 171 – Standards → Standard operating procedures (SOP) – How tasks should be done so standards will be met.

Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Importance of Operating Standards SOPs Implement Quality Requirements – What employees must know and do as specified in their job description – Mostly routine procedures; work is done more effectively – Must be reviewed and updated as necessary – Tools to ensure quality in daily operations – Can be develop to improve a specific step in a task – Can be developed after for how an entire task done – Use task breakdown analysis from position analysis process (Chapter 2)

Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Importance of Operating Standards Enforcing SOPs – In most cases, must be followed without exception – Must describe a reasonable procedure – Discussions about performance problems – Use Progressive discipline process (Chapter 5)

Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Scheduling Employees Correct number of employees in the right positions at the right times = products and service meeting expected quality and quantity standards Crew schedule: – Employees who receive wages when they are expected to work – Considers the expected volume of business and the labor costs incurred – Balances needs of operation and its customers with the needs of the employees

Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Scheduling Employees Nine steps to plan, manage, and evaluate employee work Step 1: Determine Budgeted Labor Costs – How much money for be spent for labor – Strategies to not exceed – Update as necessary using past, current and future estimates of number of customers – Fringe benefits budgeted separately – Does not include salaried – Calculations – Average of $$$ for waged employees each day – Average number of hours each day and each week

Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Scheduling Employees Step 2: Create a Master Schedule – Estimate of labor hours needed to generate the forecasted revenue – Accurate and meaningful to be used for routine scheduling – Two purposes: Correct number of employees in each position Planning waged labor expenses to meet budget goals – Exhibit 6.5, p. 179 Waged hours for specific positions, not names Each hour position must work Provides average hourly rate and total labor cost – Used to create crew schedule

Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Scheduling Employees Step 3: Develop Sales, Service, Production, and Quality Goals – Sales Forecast; influences on customer counts – Local Trends – Customer Service Needs – Production and Quality – Master Schedule and the Budget

Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Scheduling Employees Step 4: Assign Individual Responsibilities – Which staff member can perform each position – “Floaters” – Staff availability is a concern – Know the days and hours that specific employees normally work

Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Scheduling Employees Step 5: Develop a Crew Schedule – More than inserting specific names – Balance between needs of operation/customers & needs of employees – Should be flexible in design – Time-off request policy outlining procedures & guidelines for day-off and vacation requests – Employee absence policy

Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Scheduling Employees Step 5: Develop a Crew Schedule (continued) – Other concerns Use employees skills & abilities effectively Special events/circumstances Training needed & meetings scheduled Scheduling minors (those under 18) Fair Labor Standards Act-federal law Overtime Being fair and reasonable Do not take advantage of the best; nor penalize the worst Remember pre-shift & post-shift work

Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Scheduling Employees Step 6: Distribute & Adjust the Crew Schedule – Detailed schedule: 7-10 days before its first day – Posted in central locations, distributed in paychecks, company intranet – Contingency plan For use in an emergency or an unexpected event Cross-train employees Identify & compensate shift leaders Utilize “floaters”

Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Scheduling Employees Step 7: Monitoring Employees During a Shift – Pre-shift ( or “line-up) meetings – Observation: coaching & positive feedback – Quality standards enforced – Production – Post-shift: address immediate concerns and thank everyone

Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Scheduling Employees Step 8: Analyzing After-shift Labor Information – Budget/planned versus actuals = variance – Variance + or – needs to be examined and explained – Forecast evaluation critical to determining impact on variance – No such thing as unexplainable excess in labor hours – Documentation needed so issues don’t occur in the future – safety

Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Scheduling Employees Step 9: Monitor Weekly Labor Costs and Adjust as Necessary – Excess waged labor costs reduce profits – Exhibit 6.15, p. 196: Weekly labor cost recap – Two major factors Will reducing labor costs affect quality & customers More than average on high volume days; less on slower – safety

Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Using Checklists to Monitor Quality For specific times in designated areas Help employees develop good work habits; ensures a consistent approach Types: – Facility opening and pre-shift – Front-of-the-House opening and pre-shift – Back-of-the-House opening and pre-shift – Financial opening and pre-shift – FOH, BOH, Financial mid-shift – FOH, BOH, Financial closing

Copyright © 2013 by The National Restaurant Association Educational Foundation. Published by Pearson. All rights reserved. Using Communications Logs to Monitor Quality Used to record shift information to share with future shifts Help show patterns and identify problems Capture information to protect from liability Types: – Chefs – Dining room managers – Banquet and catering – Managers