1. Managing Shifts to Ensure a Quality Operation6
Hospitality Human Resources Management and Supervision
OH 9-1

2. Chapter Learning Objectives
Explains why operating standards are important and how manager can enforce them.
Identify, implement, and review sales and service goals for the front of the house.
Identify implement and review production and quality goals for the back of the house.
Describe a nine-step process for scheduling employees.
Explaining how checklists can be used to monitor quality.
Explain how communications logs help monitor quality.
Instructor’s Notes

3. Importance of Operating Standards
Guidelines are required to best ensure that customers are consistently pleased and that financial and other goals are attained.
Employees can do their jobs properly only if they know what to do.
They must be trained and provided with equipment, tools, and other resources needed to do the work correctly.
Instructor’s Notes
OH 9-5

4. Standards of Service and Quality
Operating standards identify correct ways of doing things.
Managers communicate standards when they provide employees with information about what to do and how to do it.
Instructor’s Notes
OH 9-5

5. Standard Operating Procedures and Standards
Standard operating procedures define what steps people should take to do something.
Standards indicate levels of quality, speed, food safety, or hospitality that employees must demonstrate while doing their work.
Standard operating procedures and standards are needed to establish a foundation of “how things are done.”
SOP’s are developed and detailed step by step
Tools can be developed to ensure these procedures are completed and standards are met.
Instructor’s Notes
SOPs are routine procedures that people do on a daily basis.
Standards help staff know how to do a particular task—how well, how often, how quickly, etc.
Note that, after SOPs and standards are established, tools can be developed to ensure these procedures are completed, and that standards are set.

6. Standard Operating Procedures Implement Quality Requirements
Instructor’s Notes
OH 9-5

7. Position Analysis Process
Begins with the Job Description
Manager need to determine for each task what are the Quality and Performance Standards
Task breakdowns differentiate which position does which step of the overall process
Task lists with specific descriptions make up the SOP
Example on the following slide (page 172 of book )

8. Standard Operating Procedures Implement Quality Requirements continued

9. Enforcing Standard Operating Procedures
SOP’s are useful training tools.
Customer complaints, unexpected costs, quality problems, and employee feedback can help identify concerns.
SOP’s must be reviewed and updated as necessary.
They can be used to reinforce proper procedures when performance problems occur.
A six step process can be used, and integrated into the progressive discipline process.

10. Enforcing Standard Operating Procedures cont.
Compare observed performance with the applicable SOP that was the basis for training.
Identify gaps between observed behavior and the SOP.
Determine the reason for the gap.
Correct the negative behavior
Monitor employee behavior to ensure the problem is corrected.
If the performance problem is not corrected, follow-up disciplinary action may be needed.

11. Enforcing Standard Operating Procedures cont.
Hopefully, there is only one way to properly set this table in this dining room. The proper way is defined in standards, and staff are trained to use these standards every time every table is made ready.
Instructor’s Notes
Indicate that a manager must appropriately schedule employees to assure operations run smoothly and standards are met.

12. Scheduling Employees
Managers must schedule the correct number of employees, in the right positions, at the right time, to produce products and services meeting expected quality and quality standards.
Crew schedules are a chart that informs employees who receive wages about the days and hours they are expected to work during a specific time period, usually a week.
Several steps should be followed to plan, manage, and evaluate employee work schedules.

13. Scheduling Employees continued
Determine budgeted labor cost
Create a master schedule
Develop sales, service, production, and quality goals.
Assign individual responsibilities.
Develop a crew schedule.
Distribute and adjust the crew schedule.
Monitor employees during shifts.
Analyze after-shift labor information.
Monitor weekly labor costs and adjust as necessary.

14. STEP 1: Determine Labor Costs
Budgets determine how much money can be spent for labor.
Managers must use strategies to meet the budget goals and this begins with the planning of the employee schedule.
Please refer to pages 175 and 176 in the textbook for an excellent example of the steps of looking at business requirements and determine daily labor needs.

15. Determine Labor Costs continued
Historical information (if available) and forecasts are used to determine budget dollars monthly/yearly.
This information will determine the dollars to be spent in monthly wages hourly paid employees.
Salaried wages and benefits are not included in the master schedule.
Monthly wages are broken down further to a daily dollar amount.

16. Determine Labor Costs continued
The daily average wage is then divided by the average hourly rate, which determines the number of hours that can be scheduled per day.
The average hours per day are then multiplied by the number of days in the week.
This will provide the average hours to be scheduled per week.

17. STEP 2: Create a Master Schedule
As mentioned in the previous example, staffing requirements are based upon business needs.
If history is not available a pro forma budget, and estimate of revenue, expenses, and profit may need to be developed. This will be used as a budget.
The pro forma information may be obtained by ‘rules of thumb’, internet searches or speaking to others in the industry with similar operations.

18. Create a Master Schedule continued
A Master Schedule has two purposes:
It helps ensure the correct number of waged employees in each position will be available so customers will receive prompt, efficient service and properly prepared food.
It helps in planning waged labor expenses to meet budget goals.
In the text book on page 179 is an example of a Master schedule, and is copied on the next slide.

19. Create a Master Schedule continued
The Master Schedule includes the forecasted number of customers.
Total wage hours
Avg. hourly rate
Total wage costs
Number of positions
Hours scheduled per position

20. Create a Master Schedule continued
The master schedule does not include the names of the employees, but is used in creating the crew schedule.
It can be adjusted for volume, if necessary.
Waged hours should have a direct relationship to sales volume.

21. STEP 3: Develop Sales, Service, Production and Quality Goals
The POS systems collect important information about revenue, number of customers served, menu items sold and a wide range of other information.
Numerous reports can be generated to help managers in the decision making process.
Accurate information (facts) can assure the correct number of employees are scheduled to meet customer and business requirements.
Instructors Notes:
1. Some of the information to consider when establishing the goals include: Sales Forecasts, Trends

22. Sales Forecast Consider the following information. Forecasted covers
Actual reservations
Historical customer patterns
Other unusual situations
Planning for shifts and scheduling staff, staggered schedules might be a solution.
What is “staggered schedules”, as described in the text?
Instructor’s Notes
Indicate that staggered schedules might be used to recognize customer demand (peak business hours) so staff schedules can be overlapped as needed.
Note that a staggered schedule is also useful for scheduling kitchen staff who must be responsible for pre-opening, opening, and after-closing duties.
Indicate that labor charts can help with staff scheduling.

23. Sales Forecasts continued
Holidays: Increased customers or possible close during holidays
Seasonal adjustments - weather
Advertising and promotions: T.V. or radio ads, Group-Ons, etc.
Community activities, i.e. College World Series
Economy: may increase some industry lines and decrease others.

24. Trends
Economy and unemployment rates may show trends that influence the industry as a whole.
Regional, national and international trends in foods or diet should be considered.
Local trends may have the largest direct impact on your business.
An example of how the opening of a industrial park are projected to influence the forecast for business. (next slide and on page 182 of the text.

25. Trends continued

26. Customer Service Needs
Separate forecast and schedules may need to be adjusted by meal period or day part.
Slower meal periods may allow prep time for higher volume customer forecasts.
The POS can provide information by the minute/hour of number of customers served and items prepared.
This impacts both service and food production (FOH & BOH staffing)

27. Customer Service Needs continued
Example of forecasting by the day part.
Page 184 of the text
% per hour is based on number of guests per hour divided by the total number of customers per day

28. Production and Quality Goals
Sufficient time must be scheduled to allow:
Food prepared in the correct quantity
Quality standards followed, recipes
Food sanitation and food safety standards met
SOP’s followed
Work clean, both during shift activities and at close of shift.

29. The Master Schedule and the Budget
Meeting budget goals is essential
Review and comparison of budget versus forecast and actual is on-going
One employee may be able to fill more than one position during slow serving hours or periods.
Cross-training will provide more flexibility in scheduling employees and help meet customer needs and profit-related goals.

30. STEP 4: Assign Individual Responsibilities
Managers must know what skills and training of each employee
Requirements of each position was be determined and assigned.
Staff availability is an important consideration in developing the crew schedule.

31. STEP 5: Develop a Crew Schedule
Crew schedules identify specific employees for specific shifts
There must be a balance between the needs of the establishment and its customers and the needs of the employees.
Planned or unplanned absences of employees can greatly impact meeting business goals and can be stressful for management and staff as well.
Many situations can be avoided by clear policies and effective two-way communication

32. Communication and Crew Schedules
Crew schedules indicate forecasting for day and shift requirements; but business adjustments do sometimes require change and this must be communicated as soon as possible to allow employees to accommodate the change.
In return, employees have personal and benefit time that must be considered in the schedule.
Open communication is essential to meet both business and customer needs and respect the employees time.

33. Communication and Crew Schedules continued
Time-off requests: a policy should be established and communicated to explain procedures and guidelines employees should follow when they want time off from work.
Vacation Requests: Policies should be followed for granting vacation time. The granting of this time off should take into consideration low and high volume times of the year. Seniority, employees working for the operation the longest have first choice, is usually considered in the policy for scheduling vacation time.

34. Communication and Crew Schedules continued
Day-Off Requests:
Policies should be established for day-off requests.
These requests are usually for only a few days, however, even these requests should be submitted at least one week in advance.
There should also be guidelines for the number of employees off at any given time.
Holiday schedules may also require policies to assure they are managed fairly.
An example of a Sample Holiday Schedule is on page 187 in the text and on the next slide.

35. Communication and Crew Schedules continued

36. Communication and Crew Schedules continued
Family and Medical Leave Act:
FMLA is a federal law that allows eligible employees to take off an extended amount of time for medical and other personal reasons.
FMLA applies to businesses employing 50 or more persons.
FMLA will be discussed further in Chapter 8

37. Communication and Crew Schedules continued
Employee Absence Policy:
Sometimes employees need time off without warning because of sickness or a family or other emergency.
Employee absence policy provide guidelines for proper notice under these circumstances
The policy may specify the number of days an employee may miss before a doctors excuse is required for them to return to work. This protects the restaurant and worker from an illness that my spread.

38. Communication and Crew Schedules continued
Scheduling minors: The Fair Labor Standards Act (FLSA) is a federal law that, among other things, establishes scheduling standards for young persons. This also will be covered in Chapter 8.
Other scheduling concerns:
Skill level of employees and employee training
School schedules
Don’t take advantage or burn out your best employees by overscheduling.

39. Sample Worksheet for Crew Schedule page 190

40. STEP 6: Distribute and adjust the Crew Schedule
Crew schedules should clearly indicate what all employees must know about their planned work schedules
Dates & days of the week covered by the schedule
Employees’ names
Scheduled start and stop times
Date the schedule was prepared and name of manager preparing
Crew schedules should be distributed approximately one week before the first day of the schedule

41. Sample Crew Schedule page 191

42. Distribute and adjust the Crew Schedule continued
Distribution of crew schedule is different for every restaurant or place of business.
Examples of how it can be distributed:
Hard copy posted on a Bulletin Board
Hard copy included in with pay checks
ed to employees or available on the business website
Software and apps are available today that can even text employee schedules and let employees know about extra hour opportunities

43. Distribute and adjust the Crew Schedule continued
Revise crew schedules as needed
Employees call in and customer estimates may change
Open communication is required when a change is made to assure that employees know about the change
Managers must be skilled negotiators and problem solvers as they interact with employees to keep the schedule in line with the number of customers served

44. STEP 7: Monitor Employees during shifts
Careful planning is required, but follow-through is necessary while employees are working.
Goals must be set for every shift and communicated at pre-shift meetings.
Managers must observe, monitor and coach employees during shifts to assure performance meets standards.

45. Setting Shift Goals
Examples of goals, which allow supervisors and managers to be prepared and pro-active to business needs and requirements
To ensure quality service
To reduce breakage
To increase sales
To decrease customer complaints
To reduce food cost
Instructor’s Notes
Shift goals should be shared with staff so they can help accomplish them.
Goals should be clearly stated in writing.
Make the following statement, “Professional managers plan for their shifts and consider possible problems that will arise.”

46. Planning for a Shift Address the following questions.
Is there anything new or different?
Are there any special meals?
Was the room booked correctly?
When do we expect the highest demand?
Will reservations impact work flow?
Distribute work according to volume of business
Instructor’s Notes
If shifts are not planned carefully, challenges can arise with dramatic consequences.
Indicate that, after there is a general shift plan, staff can be scheduled or the current schedule can be adjusted.
Suggest that basic principles must be followed as staff are scheduled.

47. STEP 8: Analyze After-Shift Labor Information
Managers must analyze actual labor costs after work shifts are completed to learn how well their plans worked out and if they met the approved operating budget.
Any variance must noted, the detail analyzed and action plan prepared to prevent future variances.
An example is shown on the next page and description on pages of the text

48. Analyze After-Shift Labor Information continued

49. STEP 9: Monitor Weekly Labor Costs and Adjust as Necessary
Additional labor costs can reduce profit.
A recap of each week can be used to adjust future weeks and still meet the monthly projected budget.
An example of a weekly recap will follow on the next slide and explanation can be found on pages

50. Monitor Weekly Labor Costs and Adjust as Necessary

51. Checklists and Communication Logs
Help staff to remember and complete all tasks necessary for a successful operation
Communication logs
Record information about what happens on a shift
Allow managers to share information with managers on future shifts
Instructor’s Notes
Indicate that many foodservice operations use other common logs and checklists.
If applicable, refer students to page 199 to review a checklist.
Note that some of a manager’s most important responsibilities are to establish service and quality standards.

52. Using Checklist to Monitor Quality
Supervisors and managers use checklists to help ensure that standards are met and routine operating procedures are performed consistently during shifts.
Checklists are designed for use at specific times in designated areas.
Employees develop good work habits when they follow checklists.

53. Checklists
Restaurant managers are busy, and the use of checklists can help them to remember what and when tasks must be done.
At your place of employment – are there any checklists?
Who developed them?
Instructor’s Notes
1. Ask students how they would develop checklists.

54. Checklists Help to Ensure Quality
Checklists can be designed for
Specific times (example: before the lunch shift opens)
Specific areas (example: dining room)
Specific roles (example: dining room manager)
Instructor’s Notes
When checklists are properly planned and routinely followed, employees develop good work habits.
Checking on all parts of the operation helps to ensure a consistent approach to taking care of customers and managing the operation.
Effective managers use several types of opening and preshift checklists.

55. Opening and Preshift Checklists
These help to ensure that everything is ready before a shift begins.
Managers should conduct a walk-through of assigned areas to ensure that all items on the applicable checklist are completed.
Instructor’s Notes
It is important to assure that every employee is at work on time, prepared to work, and dressed appropriately. As well, the appearance of front-of-house staff is important and can be addressed in a checklist.
Indicate that there are several different types of opening and preshift checks.

56. Opening and Preshift Checks for the Facility
The interior and exterior of the operation must be clean, safe, and presentable.
Safety hazards must be identified.
The restaurant’s exterior including entrance must be clean and attractive.
The restaurant’s interior including restrooms must be clean and ready.
Instructor’s Notes
Indicate that it is important to make a good first impression on customers, and that is one reason that exterior and interior checklists are used.
Indicate that opening and preshift checklists can be used for the front-of-the-house.

57. Opening and Preshift Checks for Front of the House
Tables are ready.
Menus are clean and presentable.
Music is on and lighting is adjusted.
Side stations and self-serve stations are stocked, cleaned, and ready.
What other things might be included in this checklist?
Instructor’s Notes
Indicate that opening and preshift checks can also be used for the back-of-the-house.

58. Opening and Preshift Checks for Back of the House
Equipment is clean, sanitized, and ready to use.
Appropriate ingredients are in workstation areas.
Menu specials are entered into the computer system.
Items are prepared according to production sheets.
What other items might be included?
Instructor’s Notes
Indicate that opening and preshift checks are also useful for activities dealing with income (money).

59. Opening and Preshift Checks for Income (Cash) – Fiduciary Tasks
Examples
Counting cash on hand
Double-checking change in cash drawers
Reviewing the point-of-sale (POS) system
Issuing serial-numbered guest checks and recording this information (if handwritten checks are used)
Instructor’s Notes
Managers must closely monitor how employees handle money.
Effective money-handling practices include checks and balances so each person who handles funds has someone to double check the calculations or counts.
Ask students to answer the following questions.

60. How Would You Answer the Following Questions?
Statements about the correct way to do things are called _______.
A _______ schedule is one in which staff start and stop at varying, overlapping times.
Checklists are designed for specific times, operating areas, or _______ .
A _______ sheet explains what foods will be prepared for a shift.
Instructor’s Notes
Operating standards
Staggered
Roles
Production
Indicate that preshift meetings should be conducted.

61. Preshift Meeting
These employees are participating in a preshift meeting so they will be ready to serve the customers when the operation opens.
Instructor’s Notes
Preshift meetings help ensure that everything is prepared, and everyone is ready for the shift’s opening.
Indicate that midshift checks are also used by many foodservice operations.

62. Midshift Checklist
Assures that all staff are working effectively and efficiently, and that the facility remains in good order
Done by the dining room manager (front-of-the- house) and by the chef (back-of-the-house)
Managers must monitor the handling of money during the shift.
Other suggestions/checks?
Instructor’s Notes
Indicate that shift-end and closing checklists are also useful.

63. Shift-End and Closing Checklists
For front of the house
For back of the house
For money handling tasks
For the facility
Instructor’s Notes
Note that it is important to evaluate shift performance.

64. Evaluating Shift Performance
Near the end of each shift as it slows down
Make notes about what happened.
Review security system camera information (if applicable).
What else could be documented regarding shift performance?
Instructor’s Notes
If applicable, ask students to review other activities that can be part of the evaluation of shift performance (page 232).
Indicate that use of communication logs is very helpful to record what happens during a shift.

65. Communication Logs Benefits Communication logs may be maintained
Help people communicate across shifts
Capture information that can identify patterns
Capture information to help protect the operation from liabilities
Communication logs may be maintained
By the chef
By the dining room manager
By the banquet and catering manager
By the manager
Instructor’s Notes
Communication logs can help managers with their daily work, and they should be used consistently and appropriately.
Indicate that there are several types of information that should be included in communication logs.

66. Information for Communication Logs
Operational information
How events have affected or will affect daily operations
Critical incidents—events that should be recorded in case of a potential claim or lawsuit
Accidents
Incidents
Emergencies
Food problem reports
Forms should be developed to assure you document information. What should be included?
Instructor’s Notes
Indicate that all details should be recorded for each critical incident:
Description of situation and people involved
Name/contact information of witnesses
Other relevant information
Name/badge numbers of police officer, if any
Name of hospital, ambulance company, persons who operated ambulance (if applicable)
If applicable, ask students to review Exhibit 9k on page 239 in the chapter.
Indicate that several activities involved in effectively coordinating and communicating during shift changes.

67. Managing During Shift Changes
Managers from the ending and next shifts should meet to discuss anything that affects the operation.
The incoming manager should read the log completed by the previous manager.
After-shift meetings can be conducted to discuss events and to provide feedback to staff.
Instructor’s Notes
Indicate that managers also benefit from thinking about and working to improve the overall functioning of the restaurant.
Ask the students to answer the following questions.
OH 9-25

68. How Would You Answer the Following Questions?
What are three times that checklists can be used to plan for and monitor operations?
Records used to indicate what happens during a shift are called _______.
Events recorded in case of a potential claim or lawsuit are called _______.
What are two times when postshift reviews are held?
Instructor’s Notes
Before, during, and after each shift
Communication logs
Critical incidents
Immediately after the shift or the next day
Note: indicate that the last part of this discussion will provide a review of definitions for the key terms used in the chapter.

69. Key Terms
Communication log Documents used by managers to record information about what has happened during a shift, to be shared with the managers of future shifts.
Crew schedule A chart that informs employees who receive wages about the days and hours they are expected to work during a specific time period, usually a week.
Family and Medical Leave Act (FMLA) A federal law that allows eligible employees to take off an extended amount of time for medical and other personal reasons; FMLA applies to businesses employing 50 or more persons.
Floater An employee who can perform all tasks in more than one position.
Fringe benefit Money paid indirectly in support of employees for purposes such as vacation, holiday pay, sick leave, and health insurance.

70. Key Terms
Labor cost The money and benefit expenses paid to employees for their work.
Pro forma budget The failure to follow reasonable instructions.
Salary A fixed amount of money for a certain time period that does not vary based on the number of hours worked.
Scheduling A process that determines which employees will be needed to serve the expected number of customers during specific times.
Standard A requirement of the level of quality, speed, food safety, or hospitality that employees should demonstrate.
Standard operating procedure (SOP) Work procedures that explain what employees must know and do when they perform the work specified in their job descriptions.
Wage The money earned by employees who are paid based on the number of hours they work.