Staff Training No part of this manual may be given to a customer, unless they have officially signed the Southern Fried Chicken Agreement. This format is a standard format that all potential operators must follow. Any alterations or requested alterations, must be approved by FFS BRANDS Limited or their Authorised Distributor. Staff Training / Issue 1-2017 1 Personnel 1. Personnel Programme 2. Employee Recruitment 3. Employee Interviewing, Evaluation ………….. 4. Employee Orientation 5. Checklist For “Physical” Orientation Of New Examples 6. How To Train 7. Employee Training 8. Job Description No part of this manual may be given to a customer, unless they have officially signed the Southern Fried Chicken Agreement. This format is a standard format that all potential operators must follow. Any alterations or requested alterations, must be approved by FFS BRANDS Limited or their Authorised Distributor. 2 Staff Training / Issue 1-2017 Hiring Orientation Training The Hot Line To Decreased Turnover and Increased Productivity No part of this manual may be given to a customer, unless they have officially signed the Southern Fried Chicken Agreement. This format is a standard format that all potential operators must follow. Any alterations or requested alterations, must be approved by FFS BRANDS Limited or their Authorised Distributor. Staff Training / Issue 1-2017 3 1. Personnel Programme The hiring of unqualified employees is not an “Oops, sorry about that” mistake that can be corrected quickly and easily with no harm done. The unscientific selection of unqualified employees is a major cause of “high employee turnover” which devours employees at a yearly rate that is incredibly costly and wasteful. How costly and wasteful is turnover? Taking into account such factors as: T Training costs are higher R Rate of accidents and time lost is higher O Outrageous waste and spoilage of food U Unbelievable costs in equipment repairs B Burdensome absenteeism L Loss of customers E Employee morale is low S Shortages It costs your restaurant a minimum of £120 for every hourly employee who is turned over during the year, whether they work one day or one month. When you put all of these eight factors together, they spell one thing – TROUBLES; troubles for the unqualified person who should have never been hired; troubles for their fellow workers who have to bear the burden of their absences and errors; troubles for the customers who get the poor food and service that unqualified employees provide. But most of all, these factors spell TROUBLES for the unfortunate manager who is constantly amazed by the poor caliber of his employees, until they quit or are let go, then blindly hires replacements who are just as unqualified and will be just as dissatisfied as their predecessors. In other words, the one who suffers the most is the manager who still selects his employees by “eenie- meenie-minee-moe” methods. No part of this manual may be given to a customer, unless they have officially signed the Southern Fried Chicken Agreement. This format is a standard format that all potential operators must follow. Any alterations or requested alterations, must be approved by FFS BRANDS Limited or their Authorised Distributor. 4 Staff Training / Issue 1-2017 2. Employee Recruitment Five Basic Rules for Employee Recruiting Rule 1 Be Specific Accurate specifications screen unqualified applicants. Rule 2 Make Recruiting Continuous Today’s prospecting fills tomorrow’s jobs. Rule 3 Use Appropriate Methods Appropriate recruitment methods attract the applicants you want. Rule 4 Keep Programme Competitive The business that sells itself best gets the best. Rule 5 Use Variety of Sources and Techniques i.e. present employees and friends, private and public employment agencies, schools organisations and job files. The manager who has several applicants to choose from has a much better chance of hiring the “right” individual for the job than the manager who has only one. This is why it is well worth the time and effort it takes to develop a planned programme of employee recruitment which will provide for tomorrow’s needs as well as todays. Here are four basic rules to follow when setting up an employee recruitment programme for your restaurant. Rule 1: Be Specific Each manager must develop an accurate set of job specifications that will give an accurate picture of the basic requirements of each job within his restaurant. Using the general requirement portion of the enclosed job description, these specifications are easily arrived at. Now is the proper time to mention the fact that we hire individuals for specific job vacancies (i.e. grill man, fry man etc.) rather than general vacancies which will give us the right number of people; i.e. we have a new grill man, not just the sixth man for the supper hour rush. Remember hire for a specific job and then cross train. If you have further questions consult the Restaurant Operations Manual. Rule 2: Make Recruiting a Continuous Process An active file of prospective employees enables you to quickly fill any vacancy when it does occur. This will eliminate the pressure of having to hire the first “body” that walks through the door just because you are shorthanded. For additional information on retention of applications, consult the Operations Manual. No part of this manual may be given to a customer, unless they have officially signed the Southern Fried Chicken Agreement. This format is a standard format that all potential operators must follow. Any alterations or requested alterations, must be approved by FFS BRANDS Limited or their Authorised Distributor. Staff Training / Issue 1-2017 5 Rule 3: Use Appropriate Media and Sources The appropriate media and sources of your unit would be the one(s) which give you the largest selection of applications to choose from. Here are several examples of media which have proven productive to our management in the past. 1. Community Newspapers 2. Telephone 3. Bulletin Boards 4. Radio 5. Employment Office 6. Job Applicant File It should be noted that any media will lose its effectiveness if used for a prolonged period of time. For this reason, it is not advisable to consistently use only one media diversify. Here are a few proven sources of acceptable employees: 1. Local vocational-technical schools; contact the guidance department 2. Local high schools; contact the guidance departments and ask about a “work-study” type of program. 3. Local organisations: scout groups, YMCA, churches, Chamber of Commerce etc. 4. Local colleges; contact the guidance department. 5. Existing good employees and their friends; this possibly is your best source Rule 4: Keep your program competitive It stands to reason that the business that does the best and the most consistent job of selling its attractions and advantages is the business that is going to recruit the best and the most applicants. Your reputation as a manager will determine the quality of employee who will work for you. After following these four basic rules, there are then qualities you should look for in each applicant: 1. Availability – will the applicant be willing and able to work the hours you need him. Do not forget to ask about his method of transportation to and from work. 2. Punctuality – stress the fact that he or she should be ready to work at the time schedules. 3. Wages – leave no questions unanswered; make sure your starting wage is acceptable to the applicant. 4. Appearance and Hygiene – does the applicant measure up to our standards, do not forget haircuts, fingernails, etc. 5. Physical Ability – all applicants should be considered from the angle of physical stamina, co-ordination and basic skills (consider the health and safety factors). 6. Initiative – will be applicant take pride in his work and do his best to make the unit run smoothly and efficiently. 7. Team Spirit – will be applicant be able to work well with other employees in your unit. 8. Willingness to be trained – it is better to hire an inexperienced employee and train him in your methods, than to hire an experienced employee and have to break his old habits before you can even start to train him. 9. Honesty – self-evident, can be checked through an employee’s reference. 10. Attitude – after evaluating all of the above qualifications, look closely at that intangible quality called – Attitude. Without a healthy, positive attitude, all of the other nine qualifications are meaningless. No part of this manual may be given to a customer, unless they have officially signed the Southern Fried Chicken Agreement. This format is a standard format that all potential operators must follow. Any alterations or requested alterations, must be approved by FFS BRANDS Limited or their Authorised Distributor. 6 Staff Training / Issue 1-2017 3. Interviewing, Evaluating And Rating Of Applicants Below are five keys to helping you conduct a better job interview and questions you can ask candidates to keep them on their toes: Do your homework You expect the candidate to walk in to your office with some knowledge of who your company is and what it is you do, right? It’s in your best interest to prepare for the interview as well. Going into the interview, you should have already studied the candidate you are about to meet face-to-face. The least you could do is to become familiar with his or her resume, cover letter, and any other materials that were submitted to you for consideration of the job. Before the interview is also the appropriate time to Google your candidate to see if anything interesting pops up. You should also find out if they have a MySpace or Facebook page, and if so, what type of content appears on those pages.