Let’s be honest, the Hospitality industry has never been an industry that parents have actively encouraged their kids to go into. Despite…
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A recent report commissioned by Marie Curie, entitled ‘The Long and Winding Road’ estimates that poor communication costs the NHS one billion pounds every year... Yes, that’s right, one billion pounds every year. Of course the NHS is wonderful, complicated, and unwieldily beast, but in the time of the NHS crunch, 1 billion seems quite a steep price to pay for a breakdown in communications.
At Hop, this got us thinking about the cost of poor communication in the hospitality industry, and before too long, we had an unwieldily beast of our own. Staff conflict, staff turnover, additional recruitment, spiralling HR costs, mistakes, wastage, and on top of this a potentially toxic atmosphere on the restaurant floor... And all because we’ve overlooked that fundamental thing that got us out of the swamp in the first place. The ability to communicate, to empathize and to understand one another.
Thankfully the NHS is now sitting up and paying attention, because you cannot ignore these three little words; one billion pounds. However, how much is the hospitality industry doing to address the money it’s wasting through poor communication skills? Or perhaps more pertinently, how much is your company wasting? It may not be billions, but it’s enough to get one thinking.
When it comes to building a successful restaurant, recruiting good mangers is a costly and time consuming process and it is essential you get it right. Recruiting the wrong people can be disastrous. The number one cause of people leaving their job, according to a recent Linkedin article, is poor relationships with management. One bad egg could ruin your entire team.
But before we even begin the recruitment process we’ve got to know the exact skill set we are looking for. What is a managers primary function and what skills do they need to fulfil that role.
The over-arching goal for any manager is to grow your business: reduce costs and drive sales, right? But how exactly do we go about that? Let’s start with Cost of Sales. The two biggest factors that managers can control are labour and ordering. Workforce and wastage are key when it comes to making a profit.
It’s no surprise that there are literally hundreds of computer programmes that help restaurants with these two factors. Programmes like FnB and Fourth are great because they make it super easy to manage costs that can ruin your bottom line. They also allow a lot of control from senior management and directors. These programmes are super simple to use, I could teach someone to extensively use both in a couple of weeks. Set your thousand pound pars and the rest is a little like painting by numbers. I’m not saying there is no skill here, but let’s be honest, technology has taken a lot of the skill out of it. As technology improves, which it will, that skill is going to become less and less important. The computers are going to do all that for us!
So what really is a managers primary function. It’s not to control labour but to manage it. I’m not just talking budgets here, I’m talking the actual individuals that work for you. These guys are your biggest asset, your biggest tool, your biggest expense. Managing and maintaining them so they can work to their full potential is key and that ladies and gentlemen is a managers primary function.
Look at this way, if you spent twenty grand on a new oven, you would expect that oven to be pretty well looked after. Daily cleaning, monthly maintenance, annual servicing, so it could do it’s job day after day, week in week out. If after a month that oven hadn’t been cleaned and looked after you would be pretty angry with your head chef right.
But your workforce costs way more than an oven and needs way more maintenance. Yet the oven usually gets looked after with far more care. We all know if you don’t care for your assets they will stop working and leave a big dent in your P & L - but your biggest asset is your staff.
A manager must keep their staff motivated and happy. Happy people sell well, happy people make customers feel good, happy people create great restaurants. Your managers must be able to create and maintain cohesive happy teams. They must be able to build trust, to be able to empathise, have great emotional awareness. This is the key: they must be able to manage the emotions of their team. Let me repeat that, their primary function is to manage the emotions of their teams. It's oven maintenance but for people. To keep them on a even keel so they can perform consistently. For any growing brand consistency is key.
A manager who can’t motivate and build trust has no place in a restaurant. A manager who has no emotional awareness has no place in a restaurant. A manager who doesn’t value his workforce as their biggest asset has no place in a restaurant.
So next time your recruiting ask the questions that matter. How do you motivate teams? How in the past have you built trust with a team? How have you helped employees grow? Talk to me about all the different personalities you have worked with and how you specifically managed them? In your opinion what’s the most important asset in a restaurant?
Great managers must be focused on other people not on themselves.
Recruiting great staff isn’t easy, but it’s insanity (and costly) to recruit a great team only to destroy it by introducing a manager with the wrong skill set.