Chapter 6
Meeting Workshift
Standards
Hospitality Human Resources
Management and Supervision
Learning Objectives
After completing this chapter, you should be able to:
• Explain why operating standards are important and how
managers 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.
• Explain how checklists can be used to monitor quality.
• Explain how communication logs help monitor quality.
Chapter 6 Meeting Workshift Standards
IMPORTANCE OF OPERATING STANDARDS
What Are Standards?
Standard Operating Procedures Implement Quality
Requirements
Chapter 6 Meeting Workshift Standards
Chapter 6 Meeting Workshift Standards
Chapter 6 Meeting Workshift Standards
Enforcing Standard Operating Procedures
Chapter 6 Meeting Workshift Standards
SCHEDULING EMPLOYEES
Determine Budgeted Labor Cost
Create a Master Schedule
Chapter 6 Meeting Workshift Standards
Chapter 6 Meeting Workshift Standards
Develop Sales, Service, Production, and Quality Goals
Sales Forecasts
Trends
Chapter 6 Meeting Workshift Standards
Chapter 6 Meeting Workshift Standards
Customer Service Needs
Chapter 6 Meeting Workshift Standards
Production and Quality Goals
The Master Schedule and the Budget
Chapter 6 Meeting Workshift Standards
Assign Individual Responsibilities
Develop a Crew Schedule
Communication and Crew Schedules
Time-Off Requests
Vacation Requests
Day-Of Requests
Chapter 6 Meeting Workshift Standards
Chapter 6 Meeting Workshift Standards
Family and Medical Leave Act
Employee Absence Policy
Scheduling Minors
Other Scheduling Concerns
More about Crew Schedules
Chapter 6 Meeting Workshift Standards
Chapter 6 Meeting Workshift Standards
Distribute and Adjust the Crew Schedule
Chapter 6 Meeting Workshift Standards
Chapter 6 Meeting Workshift Standards
Distribution of Crew Schedule
Revise Crew Schedule as Needed
Chapter 6 Meeting Workshift Standards
Monitor Employees during Shifts
Analyze After-Shift Labor Information
Chapter 6 Meeting Workshift Standards
Chapter 6 Meeting Workshift Standards
Monitor Weekly Labor Costs and Adjust as Necessary
Chapter 6 Meeting Workshift Standards
USING CHECKLISTS TO MONITOR QUALITY
Chapter 6 Meeting Workshift Standards
Chapter 6 Meeting Workshift Standards
USING COMMUNICATION LOGS TO MONITOR
QUALITY
Chapter 6 Meeting Workshift Standards - Summary
1. Explain why operating standards are important and how
managers can enforce them.
•
Standards indicate the level of quality, speed, food safety, or
hospitality that employees should demonstrate so customers will
receive a consistently good dining experience.
•
Standards also specify how, how often, and how quickly employees
should do work tasks, and they should be in place for all areas of an
operation.
•
Standard operating procedures (SOPs) explain what employees must
know and do when they perform work, and they are used to
implement standards.
•
SOPs must be reviewed and updated as necessary.
•
Sometimes this involves addressing a specific step and sometimes an
entire task.
•
Corrective actions to enforce SOPs include informal coaching
sessions, special conversations, or discussions during performance
appraisal meetings.
Chapter 6 Meeting Workshift Standards - Summary
2. Identify, implement, and review sales and service goals for the
front of the house.
• Sales goals are established as part of the process to schedule
employees.
• When the estimated number of customers to be served is known, the
number of waged labor hours can be scheduled to best ensure
service goals will be met.
• Standard operating procedures indicate how things should be done
to attain service goals, For example, when a customer’s table is set
up correctly, it will have all of the serviceware in the positions
specified by the SOP for this task.
• The correct table setup can be diagrammed and used to train new
servers.
• Additionally, the dining-room manager can determine whether tables
are set correctly by comparing them to the diagram.
Chapter 6 Meeting Workshift Standards - Summary
3. Identify, implement, and review production and quality goals for
the back of the house.
• Production goals center around the preparation of food products
that meet required standards.
• These standards are met when standard recipes help ensure that
quality standards are consistently attained.
• Production personnel are also concerned about following food
sanitation and safety concerns.
• Production goals also relate to control of waged labor costs, and
these are controlled as an effective waged labor scheduling process
is implemented.
Chapter 6 Meeting Workshift Standards - Summary
4. Describe a nine-step process for scheduling employees.
• A nine-step process is used to plan, manage, and evaluate work
schedules for waged employees.
• The first step is to determine budgeted labor costs.
• The second step involves creating a master schedule that provides
guidelines based on the expected number of customers.
• In the third step, the manager develops sales and service goals and
production and quality goals.
• In the fourth step, managers assign responsibilities to employees.
• In step 5, a crew schedule is developed by matching employees
needed with those available.
• In step 6, the crew schedule is distributed and adjusted if needed.
• Step 7 involves monitoring employees during shifts to confirm that
standards are met.
Chapter 6 Meeting Workshift Standards - Summary
4. Describe a nine-step process for scheduling employees continued…
• In step 8, the manager analyzes after-shift labor information to
determine variances between scheduled and actual labor hours.
• In the last step, the manager monitors weekly labor costs and adjusts
future schedules.
Chapter 6 Meeting Workshift Standards - Summary
5. Explain how checklists can be used to monitor quality.
• Checklists help ensure standards are met and routine operating
procedures are performed consistently.
• Opening and pre-shift checklists can be developed to check the
facility’s interior and exterior, to ensure that the front of the house is
ready for customer service, and to confirm that back-of-the-house
staff are ready for food production.
• Financial concerns can also be addressed in a pre-shift checklist.
• Midshift checklists help managers review the operation of all stations
and positions during each shift.
• Front-of-the-house checklists help managers monitor service speed
and attentiveness, table resetting, and customer satisfaction.
• Back-of-the-house checklists monitor food safety and sanitation and
ensure that required ingredients are available and production is not
slowed.
Chapter 6 Meeting Workshift Standards - Summary
5. Explain how checklists can be used to monitor quality continued…
• Financial checks include ensuring that all payments are processed
and accounted for and cash drops are managed.
• Closing checklists help ensure the operation is ready for the next shift
and appropriate records are completed.
• Front-of-the-house checklists can include activities such as cleaning
and restocking, and a back-of-the-house list helps confirm that all
kitchen and storage-related activities are completed.
• Financial checklists help confirm that all revenue is accounted for
according to production, and prepare funds for deposit.
• Facility checklists involve concerns on the building’s interior and
exterior and include some of the same checks done before opening.
Chapter 6 Meeting Workshift Standards - Summary
6. Explain how communication logs help monitor quality.
• Communication logs are used to record what happens during a shift
so the information can be shared with managers of future shifts.
• Chefs’ logs record information about the number of customers,
recipe ideas, reaction to specials, and other information.
• Dining-room managers’ logs record information about customer
patterns, reservations, and walk-ins.
• Banquet and catering logs record information about special needs
and problems resolved.
• A manager’s communication log contains general information, such
as changes in sales or customer counts and critical incidents.
Chapter 6 Meeting Workshift Standards
Key Terms:
Communication 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.
Chapter 6 Meeting Workshift Standards
Key Terms continued:
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.
Chapter 6 Meeting Workshift Standards
Chapter Images
Chapter 6 Meeting Workshift Standards
Chapter Images continued