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:- Plan: Ensure sufficient waitrons are scheduled to ensure great service. Use your daily income estimates to calculate this issue. 1. 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. 2. Lead: When guests are in the store, coach & direct your waitrons. Assist them and lead by example. 3. 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:- 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. 1. 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. 2. Lead: Keep asking waitrons how many items they have sold and suggest those products wherever possible to guests directly. 3. Control: Count the number of items sold during the shift at the end of the shift and award the prizes to the winning waitrons.

- 12 - FOH Management 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.

- 13 - FOH Management 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.

- 14 - FOH Management 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.

- 15 - FOH Management 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!

- 16 - FOH Management 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.

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.

Maintain the right ambience by taking care that:- 1. Music reflects the taste of the guests (not management and staff!) 2. Lighting gives the store a cozy, warm and fresh atmosphere (suitable to the time of day) 3. Air-conditioning is adjusted to make guests comfortable 4. The safety of children has been entrusted to someone whom the parents feel is responsible 5. Service staff are practicing good manners & are friendly to all guests.

These factors must be constantly monitored (and adjustments made where necessary) to avoid guests becoming agitated, which may spoil their Spur experience.

- 17 - FOH Management 2. THE SECTIONS

Monitor your sections by:- Walking past the kitchen sections regularly and communicating with the staff & management in those areas. This means that waitrons and other staff members can immediately be informed of factors such as an overloaded grill - affecting service delivery, or perhaps that a product is out of stock, so that they can carry this information over to their guests.

One of the managers should always be stationed at ‘The Pass’ during busy times to supervise that – 1. Orders are correct 2. Presentation of meals looks good 3. Orders are timeously prepared.

Checking the dirties’ area and bar sections at least every 15 minutes to ensure that everything is running smoothly.

If the dirties area “falls over”, this will have a negative impact on service because the short supply of crockery, cutlery & glassware which will slow down the speed of service substantially.

Ensure that the Dirties area runs smoothly by keeping an eye on:-  The stacking system (to prevent breakages & create more space) i.e. waitrons scrape and stack their plates/cups etc.  Waitrons taking crockery and cutlery back to the sections  Take away containers and doggy bags, (is there enough stock)  Managers lending a hand (when necessary)

Teamwork needs to be practised by ALL staff because:-  Each and every member of staff has a role to play in the ultimate delivery of service to the guest.  Guests are satisfied not only by friendly service which they receive from their waitron, but by the service rendered by EVERY member of staff with whom they come into contact.  Other factors such as the speed of the service, quality of the food, cleanliness of the store, etc all impact on their enjoyment.  This means that service and kitchen staff have a crucial role to play in helping waitrons to serve guests as quickly and expertly as possible.

3. POSITIONING WAITRONS

Remember: It takes team effort to run a business well. If a team is in position, things will run smoothly.

As a manager, ensure teamwork by:-  Constantly moving around to check that a team is in position.  Instructing waitrons who are not busy to help others.

Positioning teams The following guidelines should be implemented:-

Team Member Position Host  Controlling the door Cashier  Monitoring the till & phone Waitrons  Must not stand at the door  Must watch their tables at all times  Need to walk past their tables at least every three or so minutes Floor Manager  Managing the floor  Not sitting in some corner Available Team Member  Controlling the Take Away Area

Control the positioning of teams as a rule of thumb by:-  Implementing the above chart

- 18 - FOH Management  If anyone needs to leave their area of responsibility, they must inform a manager before doing so  If all these people are not in place and management don’t see it, then management are not in theirs!

THE COMMUNICATION DANGER ZONE

Because the cash desk is situated at the entrance and comes equipped with a phone, it is a communication danger zone. “Communication danger zone” means, it runs the risk of leaving guests vulnerable to neglect through non-attendance or slow attendance.

Neutralise this danger by:- 1. Refraining cashiers and managers from taking any personal calls at the cash desk 2. Communicating with guests so that they know what to expect

Note: 1. Guests left unattended become embarrassed, unsure and soon agitated, resulting in lasting negative impressions 2. If a guest arrives whilst a member of staff is on the phone, they must attend to the guest first, or get someone else to assist 3. Let guests know that the are not being ignored by using eye contact and a smile

With regards to the cashier, as a rule he/she: 1. May seat guests 2. If the cashier is busy taking a payment when guests arrive, he/she should inform the new arrivals that they will be attended to in a moment, take the payment and (if no-one else is available) immediately seat the guests.

When a cashier seats guests, the following precautionary measures must be taken before doing so:- 1. The cashier must ensure that the till is locked before leaving his/her position. 2. The cashier must inform the relevant manager & waitron that a new patron has been seated in their bay area.

M.W.G.I. – How to Manage By Getting Involved

1. Walk through the front-of-house checking that all duties have been completed. (Use the duties list as a reminder) 2. Where duties have not been properly completed, coach the relevant staff member. 3. Check cleanliness and supply of glassware, cutlery and crockery. Check that there is not a back-up in the dish-washing section. 4. Check that the bar has sufficient stock. 5. Assess the ambience (including music, lighting, temperature & general safety). Are customers agitated or are they enjoying their dining experience? 6. Are the troops properly positioned? Have management taken corrective action if a team member has left their post without permission? 7. Constantly keep an eye on the speed of service. Is the delivery of service fast enough? 8. Are there any service blockages? How are management going to deal with the problem? 9. Ensure that service delivery is not only speedy, but of a high standard. Have management checked the quality of service delivery? 10. Have management addressed areas of service, which are below the acceptable standards, by coaching the relevant waitrons or staff members? 11. Are guests enjoying their dining experience? 12. Assess waitrons’ needs. Are any of them experiencing difficulties? Have management assisted them (by lending a helping hand or coaching) where necessary? 13. Have management distributed tasks to unoccupied staff members?

- 19 - FOH Management MANAGING CUSTOMER SERVICE

Managers areas of responsibility while managing service are:- 1. Managing new service staff 2. Guiding experienced staff, and 3. Interacting with guests

When working with new waitrons, the following must be ensured:- 1. Work closely with them 2. Assign only one (but busy) table to them, preferably near the kitchen (where everyone walks past frequently so that the team can be of assistance to them) for their first couple of shifts. 3. Once they have proved that they are capable and organised, assign a 2nd & a 3rd table to their bay 4. Tell them what to do, this is what they expect of their manager 5. Delegate other waitrons to assist them if they are not coping and, where possible, help them. 6. Constantly remind them about what they should be doing 7. They need to know that they will not be reprimanded if a mishap occurs and may freely ask for help and guidance whenever they need it 8. Remember at all times that they are serving your guests and that the way you deal with them will impact on that service!

How to discipline new staff members:- 1. Don’t reprimand someone who is new – this would be unfair 2. Guide and coach them firmly along the way, still demanding that they deliver their very best.

3. Work closely with them on their first couple of shifts so that they can be –  Coached  Given confidence  Correct any situation before it becomes a problem

How to coach new staff members:- 1. Coach by giving direct instructions and asking questions 2. If they are encouraged to work out their own answers, they will remember more 3. Demonstrate the necessary skills to them & make them practice those skills while you are watching

Guiding Experienced Staff: Experienced staff are often allocated the biggest and busiest bays where tables are constantly turning. Take care not to upset their rhythm and attitude by asking them to perform menial tasks, while they are serving a full bay.

Assist experienced waitrons by picking up a drinks order or clearing a table for them etc, when they are busy.

When working with experienced waitrons, the following must be ensured:- 1. Instead of giving them instructions, ask how they can be assisted, as they tend to work systematically when providing service to their guests 2. Usually they will ask for help if they need it 3. To ensure that they will approach management in times of need, ensure that management are available to them.

Supporting Your Waitrons: Floor managers should be on the floor at all times, taking care of their priority, namely, to see that guests are:- 1. Receiving speedy service, and 2. Are being well looked after in a friendly & polite manner

Interaction With Guests:

Quiet off-peak trading times are dangerous to customer service as:-

- 20 - FOH Management 1. Most mistakes are made at this time because staff become bored or distracted, whilst 2. Most new guests can be established as regulars during these times as staff/managers have the time to establish relationships.

Maintaining control of floor area during service is vital, this is how it can be achieved:- 1. Accumulate knowledge of what is going on by being on the floor during quiet times 2. If management get involved when it’s quiet, they will stay in control when it’s busy

DON’T HARASS GUESTS!

NOTE: 1. This does not mean ignoring your guests. Check on them as many times as necessary, (at lease on one occasion). When visiting tables try to provide a service to the guest, instead of asking meaningless questions such as: “Is everything O.K.?”. For example, offer items that may be needed, e.g. Drinks, sauces, serviettes or clear the table. 2. Once the service has been provided to the guest, & there is a pause in the conversation, enquire about their meal & service as a courtesy call. If management have been monitoring the level of service throughout the guests’ visit, they will then know if the guests are enjoying themselves before even asking. It is important however to check that they are happy with their meals. This will then provide them with an opportunity to address problems if necessary. 3. This positive and proactive approach to guests will let them see that management are both professional and approachable and on their side so that, if they do have a problem, they will gladly approach them. 4. Provide a service, not just a meal. 5. Make their experience an enjoyable one.

The following factors must be constantly monitored with regards to your service staff:- Ensure that all staff – 1. Practice good manners 2. Provide speedy service 3. Make guests comfortable 4. Look for missed sales opportunities

Note: Patrons more often than not judge an eating establishment by the cleanliness of the toilets, it is therefore of utmost importance that the toilets are REGULARLY checked by the management. Designated staff members must also be given the function of cleaning the toilets on a 30 MINUTE to 1 HOUR basis, depending on how busy the Spur is!

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