Statement of Purpose

Transcription

1 Statement of Purpose O Charley s Store #210 on White Bridge Road has experienced constant change in the last 5 years. Some of these changes are due to corporate policies, but most have come from the constant come and go of restaurant managers. This high-volume store has been traditionally run by six managers, but now has only four. The current managers have recognized the need to centralize communication to combat the feeling of passing on a baton in a marathon. This new culture has affected the training program for new servers and fragmented it. To assist in improving the on-boarding and service training system, I have discussed several ideas with the Service Managers. They identified the need to catalogue and rank their employees in regards to readiness to become a trainer, along with the need to centralize communication so that they are all preaching the same sermon. To begin the process we identified basic (functional) abilities that make a good server, then complimented them with five competencies needed to deliver excellent service by the company s standard. Detailed descriptions with examples are provided so that when each manager applies the concept to the tool, the meanings and connotations are not skewed by individual interpretation. This document will go in a binder accompanied by a communication log that will be in the manager s office. The communication log will serve as an opportunity to record a (negative or positive) behavior of a server so that all managers may observe trends and patterns over various shifts. The final component of this tool is an Excel spreadsheet that will have data exported from RedPrairie and then modified. Next to the name the managers will rank the employee on a 1-5 scale in regards to each of the five competencies. The Exel spreadsheet is coded as a heat map to highlight problem areas as well as the High-Potentials for the Education Through Excellence training program. Finally, there is another opportunity for concise comments to explain possible plans for individual development or circumstantial constraints. It is intended for this tool to be used to act as a continuous feedback system, since the company does not practice formal performance appraisals. By using this tool, the quality in Trainers is expected to improve, thus improving the service level of all staff. Trainers are anticipated to shift into a position of informal leaders in the eyes of their peers, as well as help

2 relieve Managers of some of more basic tasks. As a result Managers will have more time to handle matters of greater impact to the restaurant. Knowledge, Skills, and Abilities The most important knowledge, skills, and abilities are listed for Servers. Knowledge: Skills: Customer and Personal Service - Knowledge of principles and processes for providing customer and personal services. This includes customer needs assessment, meeting quality standards for services, and evaluation of customer satisfaction. Administration and Management - Knowledge of business and management principles involved in strategic planning, resource allocation, human resources modeling, leadership technique, production methods, and coordination of people and resources. English Language - Knowledge of the structure and content of the English language including the meaning and spelling of words, rules of composition, and grammar. Psychology - Knowledge of human behavior and performance; individual differences in ability, personality, and interests; learning and motivation; psychological research methods; and the assessment and treatment of behavioral and affective disorders. Food Production - Knowledge of techniques and equipment for planting, growing, and harvesting food products (both plant and animal) for consumption, including storage/handling techniques. Service Orientation - Actively looking for ways to help people. Social Perceptiveness - Being aware of others' reactions and understanding why they react as they do. Active Listening - Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times. Coordination - Adjusting actions in relation to others' actions. Monitoring - Monitoring/Assessing performance of yourself, other individuals, or organizations to make improvements or take corrective action. Abilities: Manual Dexterity - The ability to quickly move your hand, your hand together with your arm, or your two hands to grasp, manipulate, or assemble objects. Arm-Hand Steadiness - The ability to keep your hand and arm steady while moving your arm or while holding your arm and hand in one position. Trunk Strength - The ability to use your abdominal and lower back muscles to support part of the body repeatedly or continuously over time without 'giving out' or fatiguing. Static Strength - The ability to exert maximum muscle force to lift, push, pull, or carry objects.

3 Detailed Work Activities: clean rooms or work areas mix drinks or flavors for mixed drinks prepare beverages provide customer service replenish supplies of food, tableware serve food or beverages set or clear tables in dining areas understand government health, hotel or food service regulations use knowledge of food handling rules use oral or written communication techniques Tools and Technology Tools: Carbonated beverage dispenser Cash/ Personal banks Commercial use coffee or iced tea makers Microwave Technology: Point of sale POS software - Squirrel Monitors in Back of House

4 Core Competencies for ETE Gleaning from the basic functions and integrating the more advanced skills as listed above, we can create these five basic competencies from which the Manager can evaluate a server s performance objectively. The Competencies are listed below followed by a brief explanation and examples. The Manager may use this model to determine who is ready to participate in the Excellence Through Education (ETE), as well as discern who would made the best candidate to train a new hire in certain competencies. Teamwork: How the server approaches others and communicates with other team members. Importance is placed on sharing a common goal of guest satisfaction, yet simultaneously builds rapport and earns respect from others. Using the ZoneBuddy system, busing other s tables, refilling drinks. Runs food for others. Identifies a need (more bread in the oven, more soup in the well, ice levels low, etc.) and works to fill the gap. Eliminates the that s not my job mentality. Realizes the value in taking one for the team, for if one person falls behind on BOH duties it will have negative repercussions on the rest of the crew. Guest Perception: Waiters and waitresses must be personable and work hard to make sure customers have a good dining experience. Not everybody who enters the restaurant comes in with a good mood, but everybody wants to go somewhere where they will feel comfortable, have some social interaction, get good service and a good meal. We want repeat customers and brand loyalty and the server is our brand liaison. Positive survey feedback or calls, particularly when the server is named. Host receives direct feedback as guest leaves restaurant. Peer/ZoneBuddy perception. Notes left on receipts. Salesmanship: Being knowledgeable about the menu selections allow a waiter to make suggestions and that in turn can result in a larger sale. Larger sales, or per person check averages, create larger tips and that results in a better income at the end of the day. Picking up the beverage book and suggestive selling. Long-term check averages. Playing up the value of upgrades and add-ons.

5 Policies & Procedures: Knowledge about Heath Code and safety issues ensures not only compliance with the Health Dept. but also sets guidelines and routines for servers. Knowing the steps of service and how they are important to Safety, Guest Perception, and Salesmanship. Following policies and procedures ensure that service is consistently delivered to every guest. Following the Steps of Service. Ability to answer questions from team members and guests. Thorough knowledge of menu items and how to ring in modifications. Knowledge of responsibilities included in side-work, opening, maintaining, and closing. Teaching: All-encompassing. In addition to excelling in the previous four competencies must be proficient at relaying knowledge to others in a manner that is easily applied. Knows when to ask for help. Can let go and pass on responsibility to trainee. Knowledgeable in the steps and process of training and is clear of their role within the process.

6 Manager Communication Log Date Manager Initials Server Comments

7 Sample Excel Sheet