OH 9-1 Managing Shifts to Ensure a Quality Operation Hospitality Human Resources Management and Supervision 6 OH 9-1

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Managing Shifts to Ensure a Quality Operation

Hospitality Human Resources Management and Supervision6

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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.

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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.

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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.

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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.

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Standard Operating Procedures Implement Quality Requirements

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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 )

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Standard Operating Procedures Implement Quality Requirements continued

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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.

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Enforcing Standard Operating Procedures cont.

1. Compare observed performance with the applicable SOP that was the basis for training.

2. Identify gaps between observed behavior and the SOP.

3. Determine the reason for the gap.4. Correct the negative behavior5. Monitor employee behavior to ensure the

problem is corrected.6. If the performance problem is not corrected,

follow-up disciplinary action may be needed.

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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.

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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.

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Scheduling Employees continued

1. Determine budgeted labor cost2. Create a master schedule3. Develop sales, service, production, and quality goals.4. Assign individual responsibilities.5. Develop a crew schedule.6. Distribute and adjust the crew schedule.7. Monitor employees during shifts.8. Analyze after-shift labor information.9. Monitor weekly labor costs and adjust as necessary.

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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.

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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.

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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.

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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.

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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.

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• 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

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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.

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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.

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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?

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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.

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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.

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Trends continued

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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)

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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

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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.

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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.

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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.

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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

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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.

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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.

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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.

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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

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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.

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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.

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Sample Worksheet for Crew Schedule page 190

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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

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Sample Crew Schedule page 191

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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 Emailed 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

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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

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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.

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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

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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

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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 193-196 of the text

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Analyze After-Shift Labor Information continued

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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 196-197

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Monitor Weekly Labor Costs and Adjust as Necessary

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Checklists and Communication Logs

Checklists 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

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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.

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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?

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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)

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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.

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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.

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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?

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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?

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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)

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How Would You Answer the Following Questions?

1. Statements about the correct way to do things are called _______.

2. A _______ schedule is one in which staff start and stop at varying, overlapping times.

3. Checklists are designed for specific times, operating areas, or _______ .

4. A _______ sheet explains what foods will be prepared for a shift.

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Preshift Meeting

These employees are participating in a preshift meeting so they will be ready to serve the customers when the operation opens.

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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?

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Shift-End and Closing Checklists

For front of the house

For back of the house

For money handling tasks

For the facility

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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?

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Communication Logs

Benefits 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

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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?

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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.

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How Would You Answer the Following Questions?

1. What are three times that checklists can be used to plan for and monitor operations?

2. Records used to indicate what happens during a shift are called _______.

3. Events recorded in case of a potential claim or lawsuit are called _______.

4. What are two times when postshift reviews are held?

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Key TermsCommunication 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.

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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.