The Restauratuer

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The Restaurateur

The case study chosen is about developing job expectations. This case was particularly interesting because it alluded to issues beyond traditional job expectations in written format for varied line positions in the hospitality industry. There were unspoken job expectations among all the employees, the new manager hired, and the restaurant owner, Maria. Each one had formed their own opinions and guidelines for themselves and their role at the restaurant. They appear so focused on themselves they cannot succeed as a team.

Overall the situation presented reminded me of similar management consultant issues I faced as a consultant several years ago. Of course, several assumptions had to be made to establish a base, but the assumptions made are plausible and ones I have seen happen within small, tight-knit organizations. It is observed that problems within Maria’s restaurant have become so monumental she cannot even begin to consider where to start or rationalize why her new manager has not been successful. This is a common motivator to hire third party assistance. Her decision to hire a restaurant consultant is expensive, but a desperate measure to turn her once thriving business around and be a profitable entity again. The risk is in hiring the right consultant or change manager.

Consultants without strong deliverables to show and teach fail at their trade in my opinion. Consultants should facilitate change and provide an organization with value-added business skills and implementation methods that can develop even when the consultant is no longer on-site or giving updates.




In the scenario provided, labor turnover is at 0%. This is a clear sign that job expectations of the newly hired employee are not being met, so they get frustrated and leave. Generally after, poisoning another employee and “taking them with them.” It is also safe to conclude that the owner’s expectations are not being met. They are not staying long enough to develop any type of relationship with clients, colleagues, or management.

The new manager hired more than likely knows the business, but does not know (nor takes the time to know) Maria’s Restaurant. He establishes himself among the few employees he can feel good with and blatantly favors them over others. This exacerbates the problems among existing personalities and egos and fuels the turnover issue and creates lower than usual morale. We can assume he relies on his experience, not written process and procedure for training and managing the restaurant.

Lack of structure and real authority cause confusion and chaos in the kitchen and on the dining floor due to poor perception of what staff needs to do, who they answer to, and why any of this is important to them. Guests begin to complain due to apathetic attitudes and poor training as to function and task. With guest complaints comes loss of sales. Business becomes so tough to management that it is no longer a pleasure to be in the service business.

For the purpose of this analysis, 5 assumptions are made to establish framework for recommendations. They are as listed

a) Restaurant is established

a) R restaurant enjoyed a good location

b) Overall, Maria’s Restaurant has a good product

c) Loyalty of established employees is very strong

d) Job Descriptions and Performance Standards did exist in a loose format

e) Older employees are “in tight” with owner

b) Maria feels overwhelmed and helpless. Flailing business is causing her savings to deplete rapidly.

The key issue for the restaurateur is a need to find answers to the problems within her restaurant. Her experience in the hospitality industry tells her there are no quick answers. Her motivation to hire outside assistance indicates she cannot manage the change alone.

The Change Manager

As a consultant, a priority is to remember one’s role when working with an organization. You are there to facilitate change. Often the environment is adverse to change and complex. To be successful, a consultant must choose recommendations to meet their own business objectives. The following criteria is crucial to successful facilitate change within a client company

a) Make Sense

b) Impact Short and Long Term

c) Offer Immediate Results in Terms of Benefits and Take Aways

· Permanent Record

· Research with Value

d) Value Add facts, information, tools, connections

With these important points to consider, I evaluated the problems and opportunities of Maria’s business, then positioned as a business consultant I provided a top ten list of solution oriented work units. They appear in the optimum order of implementation.

10.

ACTION Initiate Interview with each Staff Member of Maria’s Restaurant. Data Collected will be Used to Redefine Organizational Structure, Performance Standards, and Job Descriptions

ANALYSIS Apply SWAT Analysis Utilizing Rating System to Their Position within the Organization and their Strengths and Weaknesses to That Position

DELIVERABLE Individual Assessment and Application of Their Strengths and Weaknesses to Their Assigned Position presented to the Executive Te

.

ACTION Establish Secret Diner’s Program Visiting Both Client Restaurant and Competitive Restaurants in Regional Area. This will Be An On-going Program for the Duration of the Consulting Work with a Follow-up One Year After All Consulting Work is Completed.

ANALYSIS Diner’s Are Provided with Rating Card to Evaluate Quality of Food, Service, Wait Times, and Overall Dining Experience

DELIVERABLE Initial Findings are Presented to Executive Team in a Comparison/Contrast Format. Objective is to Establish a Baseline Measurement of the Client Restaurant’s Performance

8.

ACTION Create a Damage Control Campaign

ANALYSIS Assess Past Issues. Analyze Customer Base, Location, Demographics, and Competitively Styled Restaurants to Develop a Community and Destination based Advertising Campaign Promoting Maria’s Restaurant

DELIVERABLE Present New Campaign and Quarterly based Promotions to Targeted Audience to Executive Management. Program Initiation to Begin In Advance of Grand Re-opening

7.

ACTION Initiate A Back of the House and Front of the House Observation of Performance to Objectives of the Existing Job Descriptions, Job Analysis, and Performance Standards

ANALYSIS Contrast Actual Performance and Workflow to Real Time Needs and Requirements of a Performance Driven Restaurant

DELIVERABLE Present Findings to Executive Team with Recommendations for Redefining Job Descriptions and Performance Standards to Meet Real Expectations. Recommendations will include Input from “Mother Hen” or “Gurus” Uncovered in Initial Interviews. Two to Three follow-up Meetings will be Established for

Re-creating Performance Standards

6.

ACTION Develop Job Specifications and Recruitment Ad for Anticipated Positions

ANALYSIS Review According to Interviews and Observations of Anticipated Personnel Requirements

DELIVERABLE Present Findings with Recommendations on Anticipated Staffing Needs. This is a Confidential Executive Management Briefing. Participants are Determined Based on Prior Evaluations. Findings Could Determine that Existing

Management May or May Not be a Part of This Meeting

5.

ACTION Redefinition of Job Functions and Job Positions within Maria’s Restaurant. Create New Organizational Structure

ANALYSIS Utilizing Initial Interviews Analyze Existing Organizational Chart with Line and Staff Functions

DELIVERABLE Present Redefined Organizational Chart with Recomendations (if any) of New Positions, and Personnel Re-alignments based on SWAT. Refined Job Descriptions, Job Analysis, and Performance Standards are Presented in a Draft Training Manual

4.

ACTION Create Training Manual with Roll-out Timelines for Management Staff Positions, Kitchen and Front of the House Line Positions. Establish Roll-out Team

ANALYSIS Gather Team Leaders Together to Review Information, Fine-tune, and Final Draft of Training Manual Complete with Roll-out Times for Entire Staff

DELIVERABLE Train the Trainer

.

ACTION Define Workstations, Tools, Opening, Closing Checklists, and Maintenance Schedules. Review Work Schedules to Current Sales and Last Year Sales

ANALYSIS Review existing Operational Procedure for Workstations. Develop Sales Plan and Anticipated Staffing Schedule Based on Goals

DELIVERABLE Deliver to Training Teams and Executive Management Workstations Defined, All Checklists, and Anticipated Staffing Schedules. Give Trainer(s) deadline to have all Checklists Ready to Operate. Skeleton Schedule will be Followed until

Sales and Staffing Performance is Stabilized

.

ACTION Define Workstations and Refined Operational Procedures with Restaurant Staff. Review. Run a Mock Night with New Procedures

ANALYSIS Observe Staff

DELIVERABLE Provide Detailed Assessment to Management and Staff. Have an Awards “Ceremony” Acknowledging Success and Next Steps

1.

ACTION Grand Re-opening on XXX Date

ANALYSIS Observe Staff During Week of Opening and at Scheduled Observation Times. Revisit with Employees. Evaluate Performance based on New Standards and Operational Procedure. Review Performance Evaluation from Secret Diner’s

DELIVERABLE Provide Conclusions and Recommendations based on Re-opening Performance. End of Month 1 and Month



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