HBAR - Employee Management

1. Employee Management
HBar
M.Aldana

2. Employees
• Employees affect your profits in many
ways.
– they are important links in any cost-control
system
– They are your best merchandising agents
– They represent you and your philosophy

3. Staff Positions (Hotel Beverage
Service)
General
Manager
Food and
Beverage
Director
Beverage
Steward
Banquet
Manager
Temporary
Bartenders
Temporary
Servers
Bar Beverage
Manager
Bartenders
Servers
Restaurant
Manager
Servers
Controller
Storeroom
Personnel
Inventory
Control
Purchasing
Agent

4. Staff Positions (Bar-Restaurant
Beverage Service)
General
Manager
Bar
Manager
Cocktail
Servers
Bartenders
Dining
Room
Manager
Sommelier
Dining
Room
Servers

5. The Bartender
• The central figure of
the beverage
operation is the
bartender.
• Is an amalgam of
salesperson,
entertainer, mixologist
and psychologist.

6. The Bartender
• The bartender’s primary function is to mix
and serve drinks for patrons at the bar
and/or pour drinks for table customers
served by waiters or waitresses.
• They also serve as custodian and
caretaker.

7. Responsibilities of the
Bartender:
• Record each drink sale
• Washing glassware and utensils
• Maintaining a clean and orderly bar
• Stocking the bar before opening
• Closing the bar
• Also acts as the cashier

8. The Bartender
• The bartender is typically a host and a
promoter whose combination of skill and
style translates into public relations
benefits that build goodwill and good
business.

9. The Bartender
• Bartending requires certain skills and
aptitudes, not the least of which are
patience, adaptability and a good attitude.
• The bartender must know the recipes for
whatever drinks the house serves and the
techniques for mixing them, and must be
able to work quickly and accurately.
• The bartender also needs a good short-
term memory.

10. Bartender Qualities
• A good bartender is a
good bartender, male
or female.

11. Bartender Qualities
• The bartender is a
good host.

12. • The bartender is a diplomat.

13. • The bartender is an authority figure.

14. • The bartender is a
role model.

15. • The bartender
knows how to
mix a drink.

16. • The bartender pays
attention to detail.

17. • The bartender is
imaginative and fun.

18. The Barback
• A barback typically relieves the bartender of
all chores except pouring the drinks and
handling the customers and the cash register.
– Setting up the bar
– Preparing garnishes
– Special mixes and syrups
– Filling ice bins
– Washing glassware and utensils
– Maintaining supplies
– Keeping surfaces, floor fixtures clean

19. The Server
• Beverage service at tables, is handled by
waiters or waitresses, a group collectively
referred to as servers.
• Servers record the customer’s drink
orders, transmit them to the bartender,
pick up the drinks, serve the customers,
present the tab, and collect payment.

20. The Server
• Servers also keep the serving areas clean
and return empty glasses to the bar.
• Sometimes servers use the cash register
to ring up their own tabs
• Like the bartender, the server is also a
host and a promoter.

21. The Server
• In many restaurants, waiters and
waitresses serve both food and drinks,
including wine by the bottle.
• Servers must be able to open a wine bottle
properly, carry out rituals of wine service,
and answer questions about wines,
specialty drinks, and recipes.

22. The Server
• Like bartenders, most servers are actively
involved in whatever control system
management uses to keep track of
beverages.

23. The Wine Steward or
Sommelier
• Fine restaurants that feature elegant
service may have a management-level
employee who handles the ordering and
serving of wine.
• The wine steward (cellarmaster,
winemaster, wine captain, wine waiter)
presents the wine list at the table, makes
recommendations, discusses wines with
customers, and takes care of serving the
wine.

24. The Wine Steward or
Sommelier
• Today’s wine professional focuses on
guest service: refilling water and
wineglasses, setting up and replacing
glassware, asking how appetizers tasted,
and generally keeping dialogue with
customers.

25. Security Positions
• Certain types of bars and nightspots may
have a need for crowd control.

26. Security Positions
• This may come in the form of a doorman
or door person, this person is expected to
keep order if there are long lines to get in,
to ask for customer’s identification and to
collect a cover charge at the front door.

27. Security Positions
• A door person may perform small but
significant acts of courtesy: opening doors
for customers, walking unescorted female
patrons to their vehicles, calling for taxis,
and keeping the lobby area looking tidy.

28. Security Positions
• Security needs may also call for hiring one
or more bouncers, individuals whose job is
to protect both bar patrons and employees
from unruly behavior.

29. Beverage Management
• High-volume establishments, large hotels,
private clubs, and restaurants may have a
person in charge of all wine and liquor
purchasing, storage, receiving,
requisitioning, and inventory control.
• This person must know a great deal about
wines and spirits and the entire beverage
operation.
• This person is known as the beverage
steward.

30. Beverage Management
• In large beverage operations, the
beverage steward may work for the
beverage manager or beverage director.
• In some large organizations, responsibility
for food-and-beverage service is combined
into one position called the food-and-
beverage director.

31. Qualities of the Best Bar
Managers
• Business Training
• Market Knowledge
• Desire to Lead
• Maturity and Stability
• Financial Wisdom
• Street Smarts
• Legal Knowledge

32. Bar Manager
• A manager’s overall responsibilities may
include hiring and firing, training,
scheduling, and supervising personnel;
forecasting and budgeting; purchasing
beverages and related supplies or
requisitioning them from a corporate
commissary; maintaining records; carrying
out control systems; handling cash and
payroll; maintaining quality; and promoting
the enterprise and the merchandise.

33. Hiring and Scheduling

34. Developing Job Descriptions
• Job Descriptions are a written blueprint of
what is required in each job.
• To create job descriptions you need to
perform a job analysis.

35. Job Analysis
1. List each small task performed
2. Then the job specifications are written
3. Next is to list the qualifications for each
job
4. Combine the data from job analysis with
your list of personal requirements to write
a concise job description

36. Planning Staff Schedule
• Means matching the days and hours of
business and the peaks and valleys of
customer demand with work shifts that
make sense to employees and to your
budget.

37. Planning Staff Schedule
• 8 hour shifts should include breaks for
meals and short rest periods.
• Breaks should be scheduled during
periods of low volume if possible; if not,
your schedule should include someone
who can take over the job during the
break.

38. Job Interview
• The in-person interview of prospective
employees should have two phases:
– The interviewer should clearly explain the job
being offered, using the job description
– Next is that the interview should amplify the
data on the application.

39. Training the Staff
• The first part of the manager’s personnel
responsibility, explaining jobs and
assigning responsibilities, begins right
after employees are hired.
• Every person must learn exactly what is
expected of them: to whom they must
report, whom they are supposed to work
with, or supervise, how to use the
equipment and follow house routines, etc.

40. Benefits of orienting an
employee
• They will be able to work faster and with
less confusion
• They will feel more confident in their jobs,
and this will be reflected in their attitude
toward work and in the way they relate to
your customers
• They will more easily establish good
relationships with coworkers
• They will be more likely to stay

41. Uniforms
• Attire has a psychological factor in job
satisfaction and performance. It sends a
positive message about professionalism.
• The use of uniforms is also a factor in the
overall design and mood of the bar’s
interior
• An attractive uniform is a marketing tool.

42. Uniforms

43. TRAINING

44. Bartender Training
• There was a time when bartending was
known as a way to earn some extra
money (part-time job).
• It is now a passionate profession – at least
to some people who understand how to
make a profit.

45. Bartender Training
• With the added
professionalism,
comes added
responsibility.
• This means more
training and greater
expectations.

46. Bartender Training
• Some bars designate one person as the
primary trainer for any new hire.
• The other option is to hire a beverage
training consultant.

47. Bartender Training
• Make sure the training program is
comprehensive
– Mixing drinks, recalling drink names,
memorizing recipes is only part of what it
takes to be a good bartender.
– Trainers must impart enthusiasm, ethics, and
continuous improvement as well as in-depth
knowledge of products.
– Cover technical aspects such as how to work
the POS

48. Bartender Training
• Allow sufficient time for training
– Can be:
– Two to three day intensive workshop
– Each day no more than four hours
– Weekly training
– Training should be mandatory

49. Bartender Training
• Use the kitchen staff and/or fresh
ingredients to assist in training
– Have staff members taste it
– Demonstrate flavor differences

50. Bartender Training
• Taste the wares
– Its ok to drink while on training sessions

51. Bartender Training
• Make the training as interactive and as
personal as possible
– Encourage discussion and use role-play to
build employee’s confidence and sales ability

52. Bartender Training
• Keep focus on professionalism
– Make sure employees understand that
training is still “work time”
– Attendance is being paid
– They should arrive promptly, in their work
attire, turn off cell phones and be ready to
learn and participate.

53. Sales Training
• Another reason of training is to impart
better sales and customer-relations skills
• This type of training is ongoing: it can be
done during short, weekly staff meetings
or monthly seminars
• Your servers and bartenders should sell
not only your beverages but your
enterprise as well.

54. Sales Training
• Product knowledge
– Let employees taste new menu additions
– Ask them to pick wines or beers that
compliment the food you serve

55. Sales Training
• Sales skills
– There are many opportunities to suggest a
beverage sale, your staff should know these
– Increasing sales can also mean increased tips

56. Sales Training
• Guest psychology
– Includes how to deal diplomatically with
problem customers: people who are loud or
aggressive, who have had too much to drink,
or making improper advances to staff and
other customers.
– It can also include safety training: what to do if
you are robbed, harassed, or in an
emergency situation

57. Sales Training
• Rules, etiquette and technique
– Procedures that every bar adheres to; to help
it run smoothly and professionally

58. Training in Beverage Laws
• Days when alcohol may be served (liquor
ban)
• Serving alcohol to minors
• Serving alcohol to those who are clearly
intoxicated

59. Tips on how to tell when people
are drinking too much
• Keep track of the number of drinks served
• Recognize behaviors that might indicate
increasing intoxication
• Understand drink equivalencies (how
strong drinks are)
• Observe guests’ body type and sizes
• Encourage alternatives to alcohol (coffee
or dinner)

60. • Tactfully but firmly refuse to serve the
person who cannot handle any more
• “I’m sorry, but I’m not allowed to bring you
another drink.”

61. EMPLOYEE TURNOVER

62. Employee Turnover
• When it is necessary to let an employee
go, do so with dignity and fairness,
professionalism and compassion.
• If someone needs to be fired, the deed
should be preceded by a predictable
system of communication, documentation
and support.

63. Employee Turnover
• It is the opinion of some human resources
experts that high turnover and/or having to
fire anyone at all points to weak or
inconsistent management.

64. Labor and Employment Laws
• People with Disabilities
• Age / Gender / Race Discrimination
• Equal Pay
• Sexual Harassment
• Minimum Wage
• Sick Leave
• Other Benefits

65. Compensation and Benefits
• Tip Pooling
• Overtime Pay

66. Seatwork
• On a ½ sheet of paper (crosswise)
• Answer the following:
– What are the qualities of a good bartender?
– What are the qualities of a good bar
manager?
– Explain in 5 to 8 sentences each