By the End of This Chapter You Will Understand How To
FRONT OF HOUSE MANAGEMENT
(Answers)
1. OBJECTIVES
By the end of this chapter you will understand how to:
1. Manage by leading by example.
2. Apply the Spur approach to management, namely “Manage By Getting Involved” (BBGI)
3. Improve communication with staff including, the kitchen manager and staff members
4. Ensure ambience factors are monitored & controlled, to suit the guests needs
5. Ensure a positive, professional vibe amongst staff members
6. Better interact with –
i. New serving staff
ii. Experienced serving staff
iii. Guests
7. Ensure 100% customer returns
2. THE VALUE OF GOOD FOH MANAGEMENT
Note: minimum trading hours for a Spur Steak Ranch are 12h00 to 22h00
The importance of good Front-of-House Management:-
Each guest who enters a Spur Steak Ranch expects a particular level of service. When this is not met, one would expect such guests to complain so as to give one the opportunity to make amends. Often however, customers dissatisfied by the service they receive, do not complain and as such, are lost to other brands. This so-called “unhappy money” must be avoided! Use the four functions: Planning, organising, leading and controlling to run this area effectively.
E.g. Ensure good customer service by following these steps:-
1. Plan: Ensure sufficient waitrons are scheduled to ensure great service. Use your daily income estimates to calculate this issue.
2. Organise: Allocate set bays to your waitrons using a bay allocation sheet. Check that all bays have been cleaned and prepped. Check that duties have been completed effectively.
3. Lead: When guests are in the store, coach & direct your waitrons. Assist them and lead by example.
4. Control: Check on the guests to see that they are enjoying their Spur experience and meals.
E.g. Increase turnover & decrease the food cost by following these steps:-
1. Plan: Check the excess stock levels in store (e.g. Beef Fajitas & chocolate mousse) etc. Work out an incentive structure to sell these goods while they are still of a good quality.
2. Organise: Ensure that the staff knows what products will be incentivised. Check whether the kitchen has sufficient stock of ALL the necessary items and crockery. Inform waitrons of the incentives. Teach them how to describe the products to guests and when to sell them.
3. Lead: Keep asking waitrons how many items they have sold and suggest those products wherever possible to guests directly.
4. Control: Count the number of items sold during the shift at the end of the shift and award the prizes to the winning waitrons.
3. PLANNING AT THE BEGINNING OF A SHIFT
Administrative preparation that must be completed before guests arrive:-
1. Check the Management Diary to see if there are any urgent issues such as:
· Bookings which may need to be allocated and may have special requests
· Staffing issues
· Product shortages
2. Daily specials or promotions
3. Check the Daily Budget to determine the sales targets that must be allocated to waitrons
4. Prepare bay allocation sheets which must be: -
· Readily accessible to all.
· Posted before waitrons arrive at work.
· Placed in the same place every shift.
NOTE : Management are to carry a copy of the Allocation Sheet for quick reference
Allocating bays to waitrons:-
Position waitrons in such a way that management can easily monitor them. For example, locate –
1. Newer waitrons near easily-monitored areas (e.g. Near the kitchen, on a busy ‘traffic route’)
2. Waitrons are to only serve the number of guests that they can comfortably cope with.
It is important to be aware of forthcoming events such as major sports events, as this will allow advanced planning with regards to: staffing, promotions & specials, in order to maintain a competitive edge.
Go through the front of house check list and if anything is amiss, it is management’s duty to pass on this relevant information to waitrons, and ensure that the necessary action is taken.
Waitrons should be informed of any problems or product shortages as soon as possible. If waitrons have prior warning of product shortages, they will know how to respond to guests should any questions be raised concerning a problem.
4. MOTIVATING STAFF AND MANAGING SALES
Motivating staff and increasing sales, this can be achieved through actioning the following:-
1. Offering incentives such as cash bonuses, additional commission, etc as this will encourage them to build turnover by offering extras such as starters, desserts, 2nd drinks and sauces to guests
2. Monitor the average “spend per head” on a daily and weekly basis
3. Plan staff sales targets in such a way that higher sales targets are allocated to the more experienced waitrons
Incentives are important because:-
1. This provides staff with a daily goal to achieve.
2. A daily goal encourages them to build turnover.
3. This will increase the store’s likelihood of attaining its turnover budgets.
4. Waitrons will sell ‘intelligently’ & improve the food cost/ profitability.
The following products should be incentivised:-
1. Low food cost items such as calamari, garlic rolls, Irish coffees, sauces etc
2. High income-generating gross profit items such as bottles of wine / lazy aged steaks, etc
3. Items requiring movement to prevent spoiling such as salads from the salad valley
4. Extras that will increase the average spend per head such as starters, sauces, desserts & 2nd drinks
5. Items that are quick to make / produce
Caution: Take care however that, where an incentive is promised, that it is awarded, otherwise staff’s commitment and trust will be undermined.
Incentives can also be used to encourage teamwork amongst staff members by for example, pitting one half of the staff against the other.
Additional examples of incentives that may be awarded: public recognition, no late shifts, grocery vouchers, choice of bays/shifts and so on.
Increasing sales using national events, promotions and specials:-
1. Ensure that waitrons are well-informed concerning any National Events, Promotions and Specials so that they take care to communicate this information to the guests on their first visit to the table.
2. Teach waitrons how to ‘up sell’ on all events, promo’s & specials.
3. Ensure that there is an adequate supply of items on special or promotion. For example, if a rib special is being run ensure that there are a sufficient supply of finger bowls and wet wipes etc.
5. ESTABLISHING A GOOD CHAIN OF COMMUNICATION
Remember that communication is a two-way street. Good communication with the kitchen manager is especially important
Information that needs to be communicated daily to the kitchen.
1. Bookings & expected guest numbers, and
2. Special menu requirements/ set menus, etc.
In return the kitchen manager must inform management of:-
1. Low stock items.
2. Staff shortages.
3. Excessive stock that requires movement, etc.
4. Damaged equipment.
This will allow management to suitably inform waitrons and incentivise them accordingly.
NOTE: Great communication makes for great management!
6. COMMUNICATING THE PLAN TO STAFF
Ensure that all necessary communication takes place in such a manner so that everyone concerned is aware of and understands exactly what is going on.
Communicating with waitrons may be achieved by:-
1. Posting notices that can be easily accessed by staff (notice board).
2. Conducting and effective “vibe meeting”.
3. MBGI & coaching.
7. THE VIBE (‘VM’) MEETING
1. The meeting can take anything from 7 to 15 minutes
2. This must take place before each shift.
Purpose of the vibe meeting
It is a meeting which enables management to motivate staff for the shift ahead and get them into a positive frame of mind, as well as educate them, inform them of vital info and set goals. If waitrons are given a great vibe - they will deliver beyond client’s expectations.
The allocated duties and bays should be the main focus of the meeting.
The meeting should be structured:-
1. Start off by outlining the topics to be discussed, “Hi to all of you, today we are going to discuss…” (e.g. menu knowledge – test waitrons’ starter knowledge, 1st step of service – conduct role plays & inform them of the incentives)
2. Hand out some compliments by recognising good performances
3. Get input from the staff, on each topic – why & how it should be done.
4. Give tips on how to improve their performance. (E.g. Advise them on how to increase their tips, by getting an experienced waitron to share some of their ‘tricks’)
5. Ensure that waitrons are properly equipped for the shift
6. Recap everything that was discussed in the form of a quick spot quiz
7. Quiz them on the info on the bay sheet (e.g. unavailable items) and duty list - to see if they’ve consulted the notice board
ROLE – PLAY EXERCISE
1. It is important that the group practice their newly acquired knowledge and skill.
2. As FOH manager, it is imperative that each candidate be allowed to put the theory into practice.
NOTE: GIVING FEEDBACK AFTER ROLE-PLAY
1. Do not forget to give feedback to each waitron at the end of their role-play.
2. It is important that you instill good habits into the candidates and that their mistakes are rectified a.s.a.p.
3. Follow the role-play checklist while giving feedback, tell them what they DID WELL and what they must IMPROVE UPON (not what they did wrong).
In conclusion, the vibe meeting is summarized as follows:-
START
1. Conduct the meeting in such a way that the waitrons feel motivated & positive for the forthcoming shift.
2. Outline the 2 to 3 topics to be discussed.
3. Hand out compliments in recognition of good performances.
4. Ask the staff for input by asking direct questions on the topics that have been discussed.
5. Get an experienced waitron to share some useful tips, for example: what they do to increase their tips.
6. Check that waitrons are properly equipped for the shift ahead. Have they got pens, lighters, docket books, etc?
7. Recap everything that was discussed with a quick spot quiz.
8. Quiz waitrons on the information on the duty list to see if they’ve consulted the notice board.
9. Inform staff of any urgent matters such as shortages or maintenance problems.
Trainee Name: / Date:ROLE-PLAY CHECKLIST
Tick the correct option if the performance is in line with the statement, then tick the block in the column marked ‘YES’. If not in line with the statement, then tick the block in the column marked “NO”.
ASSESSMENT: / YES / NO
1. / Were staff informed of the topics to be discussed? / ¨ / ¨
2. / Was the tone of the meeting positive and vibey? / ¨ / ¨
3. / Did the Manager hand out praise and compliments? / ¨ / ¨
4. / Did the group acquire any new information during the VM? Did the Manager give staff an opportunity to answer questions, give feedback & perform role plays? / ¨ / ¨
5. / Did the Manager ask experienced staff to share some of their ideas, expertise or ‘tricks’? / ¨ / ¨
6. / Did the manager ensure that the staff were properly equipped for their shift?
7. / Did the Manager recap everything that was discussed with a quick quiz? / ¨ / ¨
8. / Did the Manager check to see whether staff had consulted the information on the duty roster. / ¨ / ¨
9. / Did the Manager inform staff of any urgent matters of which they should be aware such as shortages or maintenance problems? / ¨ / ¨
10. / Did the staff feel positive and ready for business at the end of the meeting? / ¨ / ¨
8. LEADERSHIP
The best approach to leadership is:-
Lead by example in everything management does, both as individuals and as team players. Remember: managements approach to leading will impact on staff’s performance (which ultimately is management’s responsibility!) So, if management see that something that needs doing, do it! This will show staff that management are not only their leaders, but team-players as well.
Rule of managing service:
Coach when it’s quiet, and assist and coach when it’s busy!
8.1. THE SPUR MANAGEMENT STYLE
We manage service at Spur by M.B.G.I, in other words, “Manage by Getting Involved”
Putting the M.B.G.I. into practice:
Oversee (manage) the following when circulating through the front-of-house area:-
Check That:
1. Waitrons are completing their duties & cleaning their bays
2. Waitrons are addressing hygiene & cleanliness issues
3. Duties are completed correctly & fully
Tips:
One set of duties that must be an absolute obsession to management, is ensuring that –
1. Glassware, cutlery and crockery is thoroughly cleaned, and
2. There is a sufficient supply thereof to allow for speedy service
Tips:
1. Ensure that every point of each individual bay check is actioned and completed.
2. Thorough checking of duties and bays will set up for a well-organized shift
The benefits of such good organisation are:-
1. Improved waitron motivation
2. Better tips, and increased speed of service, therefore
3. Increased turnover
Note: “A little praise goes a long way!” When walking through the front-of-house area & checking all the above issues, use this opportunity to provide praise and encouragement to waitrons. This will contribute to a good positive vibe at the start of the shift.
The main goal in managing customer service is - 100% Customer Returns!!
To achieve 100% customer returns, constantly monitor:-
1. Customer Service
2. The Sections
3. General hygiene
4. The positioning of waitrons, and
5. Ambience factors
Note: Being proactive in monitoring these factors will result in good service.
8.2. FACTORS ENSURING CUSTOMER RETURNS
1. THE AMBIENCE
This refers to the vibe, feel or mood in store. This is affected by factors such as music, lighting, temperature, staffs’ behaviour & general customer safety.