Training Your Team Briefing Motivation Tip Distribution Staff Scheduling Performance Appraisal Attendance

1. Dr. Hany Atef
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P5
Training

2. Training Your Team
• Training is the process of changing a
given behaviour to a desired behaviour.
That desired behaviour is the excellence
in performance wanted of your team in a
restaurant. In balanced training it is
important to develop knowledge, skill and
attitude. Knowledge can be imparted
through lectures, films, reading material.
Skills are developed through
demonstration, practice and on-the-job
training, while attitude is developed
through rules and regulations, the
restaurant supervisor’s personal example,
counseling and advice.
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3. Training Your Team
Why is training important?
•
• Training manpower is not easily available
in the market.
• Training costs money, time and effort.
• Training condenses the experiences that
other have gained over several years.
• Training helps to equip a person to do a
job in the shortest possible time.
• Training connotes self-development to
staff, thus presenting the possibility of
better assignments and better pay
packets.
• Training removes the unease of workers
about their workplace.
• Training helps the management have a
well co-ordinate team.
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5. Briefing
• Briefing is an important tool in the hands of the
Restaurant Supervisor. It sets a plan of action
and check for the shift. How effectively this
period of briefing is utilized is the marke of a
good supervisor.
• Be absolutely punctual:
• Preferably half an hour before the restaurant
opens.
• Be impeccably groomed:
• Shoes polished.
• Uniform clean and well pressed.
• Nail cut.
• Take attendance and find out reasons for
absenteeism.
• Allot job responsibilities.
• Check turn-out of staff.
• See that they are carrying the following items:
• Waiter Cloth.
• Ball pen with a small scribbling pad.
• Bottle opener/can openers.
• Handkerchief.
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6. Briefing
• Name plate, if used.
• Give special instructions like:
• Not available items.
• Du jour items.
• Omissions or additions to the menu.
• Price increase.
• Management policies.
• Important functions.
• V.I.B. guests expected in the restaurant.
• Groups staying in the hotel.
• In the case of a restaurant where buffet
layout is made for lunch allocate staff who
are off-time next day to stay back and do
the set-up.
.
•
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7. Briefing
• Questioning:
• Ask questions regarding service, menu, wines,
cocktails, to ensure that staff has adequate
knowledge.
• Use briefing time to train staff.
• Ask for and solve problems faced by staff on
their job.
• Correct anyone who was observed to have
committed faults in services when the
restaurant was open last.
• Allot duties for doing mise-en-place for the next
day, e.g. linen exchange, butter and rolls,
water, cutlery cleaning, etc. for the restaurant.
• Give the staff pep talks from time to time to
boost up morale. Motivation of staff is important
for efficient and smooth running of the
restaurant.
• Listen and ask for suggestions to increase
efficiency.
• Finally ask the staff to make a final check of
their station and tables; inspect them
personally.
•
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9. Motivation
• Every suervisor is anxious to motivate his
team towards greater productivity. He is
more often than not frustrated in the
attempt-cash prize, recognition pins, a
special day off are some of the several
methods. If one looks at the definition of
‘motive’ one realizes the intricate dynamics
of this whole process. A motive is an inner
drive to achieve an objective. Motivation is
thus the process of releasing the inner
drive to achieve an objective. From this we
see that motivation has to be generated
from within an individual and not without.
Most methods employed nowadays are
carrots’ dangled for individuals to grab at.
These methods cannot generate
continuous and perpetual motivation. How
do we motivate then?
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10. Motivation
• The supervisor would have to change his attitude
towards people first. The staff under him must be
perceived as human beings with feelings and needs.
They are not automatons within a complex work
machinery. One of the greatest needs of today’s
worker is to have a feeling that he is in control of his
workplace and not vice versa. The best way is to
satisfy this need as far as possible. He must feel
firstly, that his work is meaningful. To do this the
supervisor must delegate responsibility and limited
authority for the man to execute his job well. The
subordinate must be properly trained to assume
responsibility and authority. Once he is ready to
assume these he can be made accountable for his
job. Very often supervisors assume all responsibility
and accountability for fear of losing control of the
workplace. This makes workers under him pawns in
a vast chessboard. Delegating accountability gives
the worker a purpose in life and the need to do a job
well. Most important is to sit with each worker and
chalk out common objectives and agreed norms to
achieve them. This gives workers a security as to
what is expected of them. When he has met his
objectives he certainly has a feeling of achievement.
This feeling of achievement is the greatest
motivator.
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12. • Tip Distribution
• One of the systems for collections of tips is
keep what one receive.
• The practice, which is followed most
widely, is the ‘pooling system’ as under:
• The captain ensure that all the money
received as tips is collected at each station
in a box.
• The entire amount is counted by him and
entered into the ‘tip register’ after the
restaurant closes.
• The tips are distributed according to
‘points’. Each staff member is given a fixed
number of points depending upon his
seniority, i.e.
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13. • Tip Distribution
• Supervisors get the maximum and Trainee
waiter the minimum.
• The total money received during the week
is divided by the total number of the points,
which all the staff members have.
• At the end of the week this figure is
multiplied by the total number of points
each person has and the money is
distributed.
• This amount is entered in the register and
the signature of the recipients obtained.
• It is the duty of the Restaurant Supervisor
to see that distribution is honest and just.
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15. Staff Scheduling
The schedule should be prepared at least 2-
3 days before it becomes effective.
It must be duly authorized by the Restaurant
Manager.
Any special requests for off-days, shifts,
should be granted as far as possible without
affecting operations.
Staff distribution must be optimal. Thus
maximum and most efficient staff must be
working during peak and rush hours.
Overlapping, whenever necessary, should
be done during peak hours.
Off-days should be evenly distributed
throughout the week with the same number
of persons off each day, except on days of
rush (see Fig.24).
Equal number of persons must be present
on each shift as far as possible so as to
facilitate proper rotation.
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16. Days
Name
Mon Tues Wed Thurs Fri Sat Sun
Mr. A OFF
Mr. B OFF
Mr. C OFF
Mr. D OFF
Mr. E OFF
Mr. F OFF
Mr. G OFF
. Staff must be rotated through all the shifts,
weekly or fortnightly as the case may be so as
to be impartial to all.
Fig. 24: Staff Scheduling Chart
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18. • Performance Appraisal
• The purpose of performance appraisal is to
ascertain an individual’s present and future
value to the organization. His present value
is assessed by his past performance while
his future value is determined by his
present potential. A good appraisal would
bring to light these two aspects. The main
fear in handling performance appraisal is
the element of subjectivity. In order to avoid
subjectivity, the best approach would be to
appraise performance and not personality.
This would mean setting objectives and
targets mutually at the beginning of a
performance period and assessing whether
they have been achieved at the end of it.
Setting standards of performance is also
implicit in the system; otherwise quality of
performance will be overlooked.
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19. • Performance Appraisal
• If an appraisee cannot achieve the stated
objectives and targets, the appraisal
system should encourage methods by
which individual deficiencies can be met
through training and development. Such a
system is future-oriented and gives a
correct picture as to what potential an
individual shows in terms of performance. It
also binds the superior and subordinate to
act as a team to achieve targets. The actual
appraisal becomes less difficult and as
appraisal interview helps in bringing about
a health exchange of ideas.
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20. • Here are the things that a supervisor must
start to do:
•
• Set standards of performance.
• Set objectives and targets in conjunction
with subordinates. Objectives and targets
should be realistic.
• Review mid-way how a person is doing
and tell him freely his short-comings.
• Approach the system as one that helps in
developing an individual and not
destroying his personality.
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21. • Set an appraisal interview in a relaxed
atmosphere and open to free exchange of
views.
• Strictly concentrate on the subordinate’s
performance and not his personality.
• Give subordinates an opportunity to
explain themselves.
• Help the subordinate to identify his
weaknesses and develop an action plan to
overcome them.
• Show the subordinate the path to future
growth.
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22. • Assignment of Duties
• Duties must be rotated once every week to
prevent monotony. For example, an Assistant
Waiter should be rotated through various
duties like bussing, cleaning, wiping glasses,
clearance, food pick-up and other similar
duties.
• Different station must be assigned to the staff
on a rotation basis.
• Each station must have a uniform number of
staff members:
• Assistant Waiters, Waiters, and Restaurant
Supervisors.
• The person assigned to the bar must have a
good experience and knowledge of
beverages.
• Duties like linen exchange, store requisition,
must be assigned on a weekly or fortnightly
basis.
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23. • Assignment of Duties
• A Waiter must be assigned to the various
trolleys on a daily basis.
• The allocation of Waiters, Assistant Waiters,
Supervisors to a station must be on the basis
of the number covers it contains. A standard
formula is given below though it may change
according to the type of service:
•
• One Supervisor per station.
• One Waiter per 20 covers.
• One or more Assistant Waiters per station.
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24. • Attendance
•
• Must be taken daily and shiftwise.
• Two registers are generally maintained:
•
• One, which has all the names together and is used
only to mark a person absent or present.
• A register, which devotes one page to each person
and shows the number of hours worked and the
days off. This is presented to the labour
authorities. This has to be filled in very carefully,
taking into consideration the local labour laws.
•
• Any person who reports late should be
marked late and the records must be sent to
the Personnel Department for necessary
action like deduction from salary.
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25. • Attendance
• Use a pen and ensure that there is no
over-writing to avoid malpractices. Any
changes made should be counter-signed.
• The register should be carefully handled as
it is used for a full year and should be kept
in a safe place.
• The Restaurant Manager should be made
aware of late-comers and absentees to take
necessary action.
• Prolonged absenteeism and periodic late-
coming should be dealt with severely.
• Staff should be made to realize that coming
to their job on time is of great importance.
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26. • After Closing
• All soiled dishes, dirty linen should be
removed.
• Check for missing checks or unsigned
checks.
• See that covers are laid for next day.
• All electrical equipment should be prepared,
linen exchanged.
• Lock the side stands.
• See that bar inventory has been taken.
• Linen should be sorted out and tied in a
bundle and left at the appropriate place.
• Ensure that buffet layout responsibility has
been delegated.
• See that lights are switched off and the
restaurant locked up
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