Professional Documents
Culture Documents
Restaurant
When guests come to your restaurant, you should treat them as if they are friends visiting your home.
Treating your guests with care and providing an exceptional place for them to enjoy a meal is part of the
reason they will come back to your restaurant again.
Exceptional Quality
When customers come through your doors, they expect quality in every aspect of the restaurant. Guests
are looking for a value in the things they see, taste and touch, and so providing them with exceptional
quality will certainly leave a good taste in their mouths.
Food Quality
Food and beverages are probably the biggest indicator of quality that a customer notices. Food quality is
not only important to the customers' impressions of the overall restaurant experience, but it is important for
the their health, as well. Guests' health should never be compromised. Although not all restaurants can
boast the best quality food in town, they can still take measures to ensure that food is stored and prepared
safely. Take the following considerations when assuring food quality in your restaurant:
Be sure to follow proper first-in, first-out (FIFO) rotation with all food products.
Properly label and date all food products.
Never serve food that has expired.
When guests enter your restaurant, they should feel as though they are in a special, comfortable place. Try
these suggestions to create a superior ambience in your restaurant:
Make deliberate choices with lighting. Consider your concept, and be sure the strength of the
light suits the tone you wish to portray to your guests.
Choose music carefully. Make sure the volume of your music is audible but not distracting.
Music should help create the ambience rather than overwhelm it.
Decorate appropriately. Decorate your restaurant with a special, unique theme or focal point.
Keep the restaurant spotless. Even a quick-service restaurant needs to demonstrate a high
standard of cleanliness for customers to feel good about the quality of food.
Maintain the temperature. Maintain a comfortable inside temperature in your building. 70F is
usually acceptable. Minimize drafts or hot spots from lights as much as possible.
Memorable Service
Perhaps even more important than food quality is the service the customers experience from the time they
enter the restaurant until the time they walk out the doors. Although restaurants thrive because of sales, the
sale should never be put before the customer's needs.
Listen with respect and care to what the customer has to say.
Be sure you ask questions to clarify a customer's order if there is any confusion.
Be honest and straight-forward with customers at all times, especially if there is a problem.
Serve in the appropriate order. Service order is usually an important standard upheld in fine
Speed of Service
Speed of service is an important phrase in most quick-service and fast-casual restaurants. These
restaurants capitalize on convenience and speed. They often have a speed of service goal built into their
policies. See the examples below:
A fast-casual pizza place might have a speed of service goal of 10 minutes from the moment the
order is taken to the moment the guest receives the pizza.
A smoothie shop or coffee house might have a more aggressive goal of three minutes, since
these drinks require less assembly and preparation.
Speed of service is integral to a positive dining experience no matter the restaurant service type. A guest
will likely form expectations as to how long they should wait for the food, depending on the restaurant. The
guest will be annoyed if his two-dollar cheeseburger took ten minutes to serve, but in a fine dining
restaurant, that guest will probably not get upset until he has waited half an hour or more for his entre.
Make it your goal to accommodate all guests with the same quality food within the same time frame at all
hours of the work day.
It always helps to compensate, or comp the food in question. However, this is no substitute for top-notch
customer service. Even if a meal is compensated for a guest or a free meal coupon is given, it takes
sustained attentiveness, politeness and positivity to recover the customers trust.
4. Thank the Guest
Finally, it is important to thank the guest for giving you the opportunity to repair the problem. Training your
servers to always thank the customers simply for coming in will do wonders.
5. Correct the Situation
After all is mended, the manager should take the time to debrief the team tactfully, so as not to place blame.
Communicating the circumstances helps to assess the situation, preventing the same thing from happening
in the future
2. Employment Policies
A section on hiring policies helps outline any state laws that apply to interviewing, hiring and otherwise
bringing people to work in the restaurant. An employee handbook needs to cover any applicable state or
federal employment law, including the commitment to Equal Opportunity Employment. Handbooks may also
include information on the following:
Recruiting
Interviewing
Applications
Background checking
Finding the right people Learn More
Termination
Include policies on dismissing employees from the restaurant. Be sure to cover both voluntary and
involuntary termination and what behaviors will lead directly to termination. Learn More
Breaks.
Most state labor laws also include directives for employee breaks and meal periods. Employees must be
aware of their rights according to area labor laws. They should also be aware of how to clock out for a
break, where they can spend the break and how many breaks they are allowed in a given shift. Learn
More
Tip reporting.
This applies mainly to servers. Make sure the tip-reporting policy in your restaurant is clearly communicated
and enforced. Include instructions on how to fill out a tip reporting sheet and potential consequences for
inaccurate reporting. Learn More
Workers' compensation.
This section should have information on employee injuries or illness as a result of working at the restaurant.
Make employees aware of their rights and educate them about how to stay safe on the job.
4. Benefits
Employees want to know what benefits they are entitled to while employed at your restaurant. Make sure
they are aware of any of the following benefits your restaurant offers:
Employee meals.
Employee meals are a common benefit in many restaurants, in which restaurant employees receive one
free meal for each shift worked.
Learn More
Time off.
Businesses are typically required to provide time off to their employees when they are sick and during
holidays. Restaurants, however, may employ unique policies regarding time off. Be sure to clarify your
restaurant's policies, including the following circumstances if applicable:
Holidays
Sick Days
Vacation Time
Overtime
Bereavement
Maternity Leave
Jury Duty
5. Appearance Standards
Be sure to identify the proper uniform and appearance standards for every job position in your restaurant.
This includes the following:
Shoes
Uniforms
Hair
Facial hair
Nails
Jewelry
Tattoos
Piercings
Uniform requirements will differ in just about every establishment, so make it clear what your specific
standards are, including the following aspects of employee appearance: Learn More
Teamwork.
Emphasize teamwork in your employee handbook. Make sure that you foster an environment of trust and
cooperation as much as possible.
Customer service.
Depending on your restaurant layout and service style, you may have several different employees
interacting with customers for every order. Make certain that all employees are aware of your restaurant's
customer service goals and how to exemplify them.
Evaluations.
Let employees know that their performance will be periodically evaluated. These evaluations can even lead
to increases in wages, if your restaurant is in a position to offer this.
Rewards and discipline.
Establishing a rewards policy and a discipline system in the restaurant will help employees understand the
consequences of their behavior, whether good or bad. Identify unacceptable behaviors, as well as those
that result in immediate termination, such as harassment. In addition, clarify those behaviors that will make
the employees stand out as leaders. Learn More
Conflict resolution.
When employees show their superiors or their coworkers disrespect, the whole atmosphere of the
workplace can turn sour. Have behavior standards and resolution practices in place for conflicts that do
arise. Learn More
8. Operating Procedures
This section of the employee handbook includes any operational procedures that you feel are necessary to
communicate to your employees. This can include opening and closing procedures, proper ways of
operating equipment or supplies, special safety procedures and service guidelines. Generally, the more
details you provide in this section, the better.
9. Harassment Policy
Have a stringent policy on workplace harassment. Provide information about sexual harassment and other
forms of workplace harassment, as well as instruction for how to avoid it, how to identify it and how to report
it. You may even want to include a statement of acknowledgement for every employee to sign, stating that
they have read and understand the no-harassment policy. These can be kept in employee files. Learn
More
How to up sell
Up selling is the art of enticing customers to buy something extra without them knowing you are selling
something.
At Wendy's, the worker at the cash register will usually ask the customer if he would like to "Biggie
size" his order. This means getting a bigger drink and bigger order of fries for a few extra cents.
The customer often feels as though he is getting more bang for his buck, even though he probably
did not want the bigger size to begin with.
A guest asks the bartender for a vodka martini. Rather than simply taking the order, the bartender
asks, "Which type of vodka would you prefer? We offer Grey Goose and Sky vodka." The
bartender brings up two of the most expensive varieties of vodka in order to up sell to the guest,
or get him to pay more for his martini.
Suggest an appetizer by explaining the ingredients and preparation with vidid language. For
instance, say "You will find our appetizers especially intriguing, including the broiled goat-cheese
quesadillas which are sprinkled with pepper and thyme and served piping hot."
If a diner is already sure of what he wants, ask him if we would consider any sides to go with his
meal. To a diner ordering chips and salsa, a server might say, "A side of our fabulous guacamole
would complement your chips and salsa, since it is prepared with fresh avocados and tomatoes,
as well as our signature spices." Describing the side as a smart attachment to the meal is a great
way to make the meal seem incomplete without the extra purchase.
Five Keys for Up selling Dessert Items
Wine Pairing
Wine can provide an excellent complement to a meal. Hence, wine pairing is a great way to up sell to your
customers. However, satisfying the customer's palate with a well-paired wine requires training, experience
and extensive knowledge of both the food and wine menus. Taking the time to learn about food and wine
pairings can improve the customers dining experience and make even more sales for the restaurant.
Desserts in particular are lucrative but challenging items to up sell. The guest is often satisfied from the
main entre and may not ask for dessert directly. Listed below are five popular strategies for up selling
desserts:
1.
2.
3.
4.
5.
Present dessert menus after lunch or dinner. Bring out dessert menus for each diner after
clearing dinner plates. Seeing the descriptions and ordering from a menu may make the guests
feel more in control of their choices.
Use vivid descriptions. Describe a few of the dessert specials using vivid imagery to appeal to
the guests.
Bring out the dessert tray. Utilize a dessert tray to show guests how tasty the desserts look.
Offer low-calorie options. Do not forget to offer low calorie dessert options, which may sway
diners who are trying to watch their figures. Also suggest coffee or tea.
Show off your desserts. When someone does order a dessert item, be sure servers or runners
carry it at table level. This way, other diners can see and smell the dessert and may be convinced
to order one of their own.
Allow servers to taste menu items. Provide opportunities for servers to taste menu items,
including daily specials.
Train in menu knowledge. Make menu knowledge a priority, so servers can speak intelligently
about the preparation and quality of food.
Suggest vivid descriptions. Offer ideas for how to use colorful language when describing
dishes. For example, avoid simply offering "a slice of chocolate pie" and instead up sell "an
exquisite slice of delicate chocolate mousse pie with a drizzle of caramel." The second description
makes a big difference.
Role-play with servers. Role-play with servers to demonstrate how to ask questions or offer
more items
Provide rewards. Hold contests and offer incentives for servers who sell the most dessert or daily
special, giving food or gift cards as prizes.
Although non-native English speakers and other bilingual employees often need extra training, some real
benefit comes from managers who take the time and make the effort to incorporate an understanding of
other languages and cultures into the workplace.
Training materials.
Many chain restaurants or large companies offer training classes for managers to learn enough of a
language to communicate with their non-English speaking employees. Even a few functional words help
communication as a whole, especially between kitchen managers and kitchen workers in a busy restaurant.
Learning the culture. Managers who learn about their employees cultures as well as their languages will
often be better able to accommodate any differences in communication styles. For example, some
communication difference that vary by culture may include:
Diversity Efforts
Although linguistic and cultural differences can form a barrier, diversity can enhance the workplace
environment in many ways. In 2002, Nation's Restaurant News and the Multicultural Foodservice &
Hospitality Alliance jointly delivered a Diversity Study. Of about 150 responses from companies within the
food service industry, almost 40 percent responded that they have programs in place to hire and retain
qualified non-native English speaking workers.4 These programs include the following:
statement includes information relevant to your cash flow, including sales and labor expenses. Learn
More
Accounting Software
Although large chain restaurants may have an in-house staff of accountants available to do the leg-work,
many restaurants use computer programs to help record their financial information. The best software
includes a Point of Sale (POS) system, financial software, and the software to integrate the two. Fullyintegrated systems like these can take the burden off operators and help them fully analyze their financials
by running comprehensive reports. Learn More
2.
The section first specifies any sources of revenue, including food, beverage sales, merchandise
sales, catering, and any other source of income important to the restaurant. This section also
includes the usage cost associated with the sales, known as the Cost of Goods Sold (COGS).
Learn More
The other section involves all operating expenses in the restaurant. This includes payroll, rent,
utilities, and repairs, among others
The difference between the revenue and the expenses determines whether the restaurant reaps a profit or
suffers a loss at the end of a given period.
Restaurant Revenue
All sales income is recorded on the P&L statement. There are usually separate lines on the statement for
the different sources of income, including the following common sources of restaurant revenue:
Food and beverage sales
The most obvious means of income in your restaurant is food and beverage sales, since this is the reason
most people come to your restaurant in the first place. Food sales will likely be your major source of
income. However, this depends on your restaurant concept. If you run a juice bar, juice will constitute most
of your sales.
Merchandise
Merchandise is another method of boosting profits. Merchandise includes souvenirs, gifts and other retail
items unique to your establishment that can increase sales, especially from tourists or holiday shoppers.
Merchandise includes the following:
Catering
Another method of creating income is by catering, or engaging in other off-site selling opportunities.
Catering parties and events for customers is a great way to increase daily sales and reach out to people
who have never tried your restaurant. Limited service restaurants can offer a catered lunch option for
surrounding businesses. Smoothie shops can sell smoothies at local high schools and sporting events. It
pays to learn about your surrounding area and how you can take your sales outside your restaurant's walls.
Restaurant Expenses
There are many expenses involved in operating a restaurant. Restaurant owners or operators can include
whatever expenses they like on their P&L, as long as it helps them to stay organized and aware of the costs
they face. The following are commonly included on restaurant P&L statements:
The beginning inventory means the amount of product that you have in your kitchen and storage rooms at
the beginning of a period, usually the beginning of the week. For instance, if Monday is the start of your
business week, and you have $5,000 worth of food and beverages on your shelves, $5,000 is your
beginning inventory.
Purchases means the amount of inventory you purchase in food and beverage orders in that period of
time. If an order of another $3,000 worth of inventory arrives on Friday, this would be considered the
purchase.
Ending inventory, then, is the amount of food product you have left when the work week is over. Although
you purchased product during the week, but you will have less inventory at the end of the week since you
sold the food to your customers. For example, at the end of the work week, you have $4,000 worth of
inventory remaining.
For example, if your restaurant has $5,000 worth of inventory on hand on Monday, and then purchases
another $3,000 of food and beverage product, you have a total of $8,000 worth of inventory at the
beginning of the week. The following Monday morning, you arrive at the restaurant and count $4,000 worth
of inventory. This gives you a usage cost, or COGS, of $4,000. This means that you sold $4,000 worth of
inventory. The equation looks like this:
Referring back to our example from above, imagine the following scenario: due to the unanticipated
celebrity of your weekend special, chicken with exotic fig sauce, your restaurant is about to run out of exotic
figs. Since you are a chain restaurant, you are able to phone another location and ask if you might be able
to use some of their exotic figs. It happens that the other location has excess inventory of figs and can
transfer one box of figs to your restaurant. You drive over the following morning to pick them up. One box of
exotic figs costs $85.00. Keeping with the same numbers as above, your COGS equation would look like
this:
The other restaurant operators would do the opposite; that is, remove $85.00 worth of inventory from their
kitchen and subtract it from their beginning inventory numbers.
Food Cost Percentage
One of the most important numbers restaurant managers and owners look at is food cost percentage. In
food service, this percentage represents the portion of sales spent on food. Since you reap sales from the
inventory you use, you can determine the food cost percentage by money you spent on food sales (COGS)
by your total food sales. The following equation may help clarify the process:
Using the original example, one would determine the food cost by taking the COGS dollar amount and
dividing it by the total sales for the week. So, let's say the sales for the week were $12,750. Your new
equation would look like this:
In this case, about 31% of sales were spent on food and supplies. This is a fairly typical food cost for a
restaurant.
If food cost is high, categorizing like this will help determine where the money is being over-spent.
Operators can keep a much better tab on food cost when they know exactly what percentage of the total
cost they are spending on each category of food.
Determining Gross Profit
The COGS equations are essential for figuring the restaurant's gross profit:
Gross profit is calculated by deducting money you spend on food and beverages from your total revenue.
Using the ongoing example, you would subtract your COGS ($4,000), from your total sales ($12,750) in
order to find your gross profit. The example looks like this:
Although gross profits may be included in your Profit and Loss (P&L) statement, the important number to
look for is the net profit. Net profit, or actual profit, is the gross profit minus all operating costs such as labor,
rent, repairs, and marketing costs, to name a few. This is your restaurant's true profit after all is said and
done. Learn More
Making profits is the restaurant's number one goal. In order to do this, the manager needs to
simultaneously bring in revenue and control costs in the restaurant. This is one of the biggest challenges,
but also one of the manager's most important responsibilities. Maintain a steady, profitable food cost by
adhering to all recipes, assessing purchasing procedures and properly conducting inventory in your
restaurant.
Food service professionals suggest that you plan to spend about 30 percent of your budget on food, 25
percent on labor, 10 percent on rent or mortgage, and 3 percent on utilities. 1 The rest goes in small parts to
operational expenses, marketing, taxes, maintenance and other variable costs. These are simply estimated
guidelines to follow, as every restaurant's expenses and budget are different. Look below for a graphical
representation of these suggested expenditures:
When budgeting for the year, especially if you are doing so for the first time, it helps to have a budget
worksheet. Download a sample budget worksheet (xls) to your own back office computer.
Preparation and labor. The labor to prepare a menu item is considered an indirect cost. Menu
items that require time, effort, artistry or talent to prepare merit a higher menu price than
something that simply requires heating and plating.
Overhead expenses. Overhead costs for items such as dcor, product presentation, amenities
and marketing efforts. Although slightly less common, these can create added value and validate
higher menu item prices.
Volatile food costs. Many raw commodity food items, or basic ingredients with minimal quality variance,
may fluctuate as often as daily. For instance, flooding in Texas could wipe out a tomato crop, causing supply
to drop and demand to increase. You may want to set your menu prices slightly higher for items that tend to
swing in price, especially for when food costs increase unexpectedly. This way, you will avoid losing money
even when paying slightly more for those products.
Competition. Check out your competition on a regular basis. You might even go out to eat at your rival
restaurants and take advantage of the opportunity to see what you can improve about your own operation.
Service type. Prices will undoubtedly change depending on whether your restaurant is a fast-casual
restaurant or a fine dining restaurant. Be sure your prices represent the service value your customers
receive. For instance, full service restaurants can always charge more for their hamburgers than quickservice joints, because full service restaurants are also providing greater ambience, better service and often
better ingredients than the quick-service alternative.
Pricing boundaries. Determine your boundaries. Every restaurant situation is different and prices will vary
depending on location, preparation and simple supply and demand. Figure out the very least you can
charge while still making a reasonable profit in your business, and then determine the highest price your
market will pay for your items. Gather information about demographics and average income levels in order
to find out the prices people in your market area will pay.
Common Menu Pricing Methods
Your restaurant concept, that is, the type of food, service and ambience has a lot to do with the different
challenges a restaurant owner might face when pricing menu items. There are other methods of pricing
menu items, but below are some common suggestions for how some restaurant owners choose to proceed:
Ideal Food Cost Pricing Method
This method calls for an owner to consider the actual cost of a menu item, then consider his or her ideal
food cost percentage. Ideal food cost percentage varies, but typically lies somewhere between 25 and 30
percent. The two are divided and voila, you have a menu item price. See the example below:
Using the ideal food costing method method, the chicken entre should be priced at $14.16. To use this
method, you need to know the cost of all the ingredients in the recipe for Lemon Rosemary Chicken, from
the half cup of lemon juice to the pinch of fresh rosemary to the chicken itself. You also need to account for
any side items that come with the entre, and factor that into the menu price as well. Every food item on the
plate matters. Since $14.16 is not a typical menu item price, you may want to lower it to $13.99; that is, if
you cannot think of an inexpensive way to increase the perceived value of the plate enough to raise the
price from $14.16 to $14.50.
Fish
Food Cost
Selling Price
Food Cost %
Gross Profit
Halibut
$2.75
$12.79
21.50%
$10.04
$7.50
$20.79
36.40%
$13.29
Salmon
$6.42
$18.99
35.60%
$11.57
Increasing Profitability
Raising menu prices is a delicate issue. Many restaurant owners are unsure how to handle it because of
how it might negatively affect their consumers' perception of the restaurant. Try the following suggestions to
increase your restaurant's profitability:
Promote your value. Marketing your brand and your best products can communicate your value to
potential customers. Use coupons, advertisements, and other marketing strategies to start making more
money.
Make your profitable items stand out. Filler items are those that take up space on your menu pages but
do not offer much in the way of gross profitability. Make sure you make your highest grossing items stand
out on the menu.
Add appeal to basic menu items. You can make your menu items more flexible and add value by creating
a more attractive name, an intriguing sauce or dressing or a special theme to the food. For instance, taking
a normal hamburger and drizzling it in a spicy honey barbeque sauce might add a little pizzazz and appeal,
giving the public more incentive to try it and the owner a reason to slightly increase the price.
Change prices in small increments. Small increments are less noticeable when you need to increase
prices, and small amounts of revenue can add up to a large gain in profit. Additionally, items ending in odd
numbers such as .95 or .99 are less off-putting than whole numbers. 2
Use specials to fuel guest interest. Full-service restaurants are able to create occasional specials that
guests can order off the menu. Although specials can be created from the food you already have in your
inventory, they should not be concocted from week-old leftovers. Menu specials are a great way to create
new, exciting menu items to entice your customers. If the special goes over well, you can certainly consider
adding it to your menu to start making a consistent profit from it.
Many restaurants hope to run a labor percentage below approximately 20 percent. When the costs begin to
climb, anxiety levels rise as well. Still, simply paying your employees less will not solve labor cost issues.
The keys to controlling labor costs are improving workplace productivity and scheduling your employees
wisely.
Control Your Labor Costs with Improved Worker Productivity
Increasing productivity improves your overall operation by building employee skills and confidence. Take
time to provide your staff with sufficient training and communication.
Cross-Train Your Staff
Cross-training is beneficial to both the employee and the business, since the worker will have a wider range
of skills and be able to help in multiple areas of the restaurant. This allows the manager to schedule fewer
workers while still being able to achieve the same production and service standards. Some suggestions for
cross-training include:
Design a new weekly schedule for all employees. Relying on a fixed schedule week after week fails to
acknowledge shifts in projected sales, changes in the weather or other factors that can affect your
business. Adjust the number of staff scheduled each week to keep compliant with weekly budget
constraints.
Learn more
Monitor clock in/clock out times. After every shift, make sure that all employees have punched in and
punched out exactly according to the schedule. Managers can usually use tools within the Point of Sale
(POS) system to monitor and alter this information when necessary.
Discuss all schedule change requests in advance. Switching shifts can create problems when people
start to work overtime, working more hours than the budget allows and potentially breaking a law, if the
workers are youths. Be sure a manager is constantly aware of any proposed changes in the schedule.
Avoid Over-Staffing
It is often tempting to schedule more people than necessary in order to ensure that the business runs
without any kinks. The reality is, however, that there will always be a few kinks in the restaurant business.
Scheduling too many employees will increase your labor costs and reduce your overall profit, hurting your
business overall. If you find that you have over-scheduled, you can send staff members home early. Train
your people to work quickly, accurately and efficiently while also treating guests with respect and care. This
allows you to operate at a high standard while still hitting your target labor percentage.
See below for a useful worksheet recording employee labor hours, pay rates and total labor hours per shift.
Employee Position
Hourly Wage
Average
Annual Wage
$23.39
$13.58 $35.61
$48,660
$28,240 $74,060
Restaurant Cooks:
$10.56
$7.27 $14.55
$21,960
$15,120 $30,270
$8.11
$6.34 $10.34
$16,860
$13,180 $21,510
Restaurant dishwashers:
$8.20
$6.56 $10.38
$17,060
$13,640 $21,580
Bartenders:
$9.49
$6.66 $14.50
$19,740
$13,850 $30,170
Restaurant Hosts/Hostesses:
$8.54
$6.54 $11.34
$17,770
$13,610 $23,580
$8.93
Minimum Wage
Minimum wage is the lowest rate businesses can legally pay their employees. In the restaurant industry,
employees' salaries are often determined by assessing the national minimum wage and raising it
accordingly. As of July 24, 2008, the minimum wage is $6.55 per hour.2 Minimum wages increase every
year.
Learn More
Meal Benefits
Restaurants often offer daily employee meal benefits to their workers. These usually involves one
discounted or free meal from the restaurant menu per employee per shift. However, each restaurant meal
policy is different, depending on corporate rules, food type and budget. Learn More
Paid Time Off
Restaurant managers may receive a certain number of paid sick days and vacation days, depending on the
restaurant's policies. Hourly workers typically need to request time off in advance and do not get paid for
vacation days or sick days.
Medical
Dental
Vision
Life
Disability
401K
A 401K is a tax-deferred retirement savings investment plan sponsored by an employer. Employees who
are offered a 401K plan transfer a portion of their income to the 401K account each month and plan to
withdraw it after retirement. Much like insurance, 401K plans are not offered by all employers, and when
they are, they are mainly offered to managers and assistant managers. Since many restaurant workers are
youths who may not be fulfilling their careers in the restaurant, 401K benefits are not quite as common for
these hourly workers.
Stock Options
Stock options are a rare benefit, and one that almost exclusively offered to restaurant managers or
partners, if ever. However, in 2000, the United States House of Representatives passed a bipartisan bill
amending the Fair Labor Standards Act (FLSA). This bill allows restaurants owners to offer stock option
bonuses to hourly restaurant employees. According to the National Restaurant Association, the passage of
the bill was a major step in improving restaurant employer-employee relationships. 3 Stock options are often
seen as a way the employee can make money in the stock market. Thus, a benefit like this may improve
recruiting results and employee retention in the restaurant.
Improve Communication
Staff members may say they feel a lack of connection between the rest of the staff and the management
team. As a manager, be sure to promote healthy communication whenever possible. If you give direction,
be sure to follow up afterward. Hold staff meetings frequently. Greet and talk with each employee daily, or
as often as possible. Let staff members know what is happening in the business and make them feel that
they are a part of its successes.
Resolve Conflicts
Part of a managers responsibilities is to ensure that employees can work together as a team, even when
they do not especially like one another. Speak to the whole team about cooperation and the importance of
running the business. Take further action if needed, such as mediating a private conversation with just the
staff members involved. If the trouble is with your management style, you might speak privately with the
employee to see if you can resolve it. You may have to respectfully acknowledge the difference in opinion
but still make it clear that you are in charge of their paycheck when all is said and done.
Properly Train All Employees
From day one, all staff members in the restaurant should have an adequate training program. This should
include an orientation to the position and the restaurant, as well as all necessary information to perform up
to standard, including safety training, equipment training and customer service training, among others.
Employees who feel knowledgeable and comfortable in their surroundings will more often feel successful
and content with their position.
Provide Opportunities for Advancement
Whenever possible, consider each staff member for potential advancement within the business. For
example, take note of employees performance and interests, and offer training programs for hostesses who
want to become servers, or dishwashers who would like to move up to line cooks. These types of
advancements boost morale as well as interest in the industry.
Etiquette. Proper service etiquette is paramount to a memorable dining experience. Servers must be
adequately trained in exceptional customer care before they begin working shifts. Provide opportunities to
practice proper serving techniques and etiquette by engaging in role-modeling exercises, or by pairing more
experienced workers with new ones.
Emphasize the desirable traits in a restaurant employee.
For example, use the acronym S.E.R.V.I.C.E. to remind your servers of how they should portray
themselves.
Shadowing. Many restaurant owners or managers will require that all new hires spend time shadowing, or
following other servers throughout one or more complete shifts. This allows the more experienced server to
model proper server etiquette, menu knowledge and responsible behavior to the new hire, easing him or
her into the new role.
Instill the right behaviors. Throughout the initial training period, instilling the correct behaviors in new
hires is crucial. One of these crucial habits involves writing orders down. This shows a desire for precision
and eliminates embarrassing, forgetful moments. Other behaviors that deserve emphasis include:
Ignoring vs. smothering a table. When serving a table, it is important to find the balance between ignoring
the patrons and spending too much time with them. Training a server to read the attitude at a table is a
good way to tell about how much attention they need. Customers who consistently look around the
restaurant are probably looking for their absent server. However, customers who make minimal eye contact
or continue their conversation in the servers presence probably want less attention.
Improve multi-tasking skills. At all times, servers should be considering the needs of their tables. They
should be constantly aware of whether the tables need food or drinks, if the plates need clearing, and if the
patrons are ready for a check. Additionally, servers should be aware of their teammates, helping to run food
or refill drinks if they could use some help.
In the count sheet above, the item and unit of measure is constant. The "inventory" column is where the
manager taking inventory writes in the numbers of every product counted. The "unit price" column is
included to show the worth of the individual item, and the "total cost" shows how the total worth of the entire
stock of that item.
Variance and Usage
Variance is the difference between theoretical usage and actual usage. Theoretical usage, also known as
ideal usage, is the amount of inventory your restaurant sells according to your Point of Sale (POS) system.
Every time a cashier or server enters a sale, the POS records the food and other supplies needed to make
the product, thereby recording the amount of inventory used. Theoretical usage is also made up of any
wasted or spilled items that are recorded and entered into the POS or accounting software.
Actual usage is determined by your inventory count. Basically, the inventory you count should be the same
as what the accounting software tells you that you have left after your sales. Ideally, there should be no
variance between the theoretical usage and the actual usage, meaning that the menu items are prepared
correctly and use no more or less product than what the POS records. In real life, actual usage and
theoretical usage are rarely exactly the same. A variance could be the product of poor counting, food
product that was spilled and not accounted for or employee theft, to name a few common reasons.
To locate any variance, you can run a report comparing actual and theoretical food cost. The report might
look something like this:
Sample Actual vs. Theoretical Usage Variance Report:
In the sample section of the variance report above, you can see that two items are being analyzed:
blueberry muffins and banana muffins. For blueberry muffins, the actual usage, or the amount of muffins
sold off the menu, exceeds the theoretical usage, or what was entered into the POS, by seven muffins. That
means that more muffins were sold (or eaten, or spilled, etc) than the POS accounted for. This results in
lost money$3.78 to be exactdue to those seven mystery muffins that were never tracked. For banana
muffins, the opposite is true. This is likely due to a counting error or keystroke error in the POS.
Depleted Inventory
There are a number of reasons why your restaurant might experience a loss in inventory. The following are
the most common reasons why restaurants lose product:
Waste. It happens in every restaurant. A server accidentally spills a plate of food, or a kitchen worker burns
several pieces of steak. No matter how it happens, restaurant staff should get into the habit of recording all
wasted items. An easy way to do this is by handwriting the item, the amount wasted, and the reason it
happened on a clipboard sheet. This way, any missing inventory is accounted for when analyzing usage.
Additionally, managers need to learn why food is being wasted and how they can rectify the problem. It
could be that employees are working irresponsibly, or perhaps they are unaware of how to correctly prepare
the food, in which case the employees may require further training.
Poor Food Handling. Although typically another way of wasting food items, poor food handling is one of
the biggest contributors to depleted inventory. Commercial kitchen operators would do well to implement a
mantra of "label, date, rotate and consolidate" with kitchen staff. When food is properly labeled and correctly
dated, workers know what to use and when. Proper first-in, first-out (FIFO) rotation is essential for reducing
food spoilage, and proper consolidation from large, unwieldy containers to small, manageable ones will
keep food fresher and more visible for use.
Complimentary items. Sometimes, restaurant workers have an important reason to give a customer a
complimentary item. Perhaps a customer is valued for his return business, or a pair of customers are
celebrating a special occasion at your restaurant. Even for situations where free items are given as rewards
rather than compensation for an unpleasant experience, managers need to approve all comped items. This
is to verify the legitimacy of the transaction, as well as to appropriately account for the depleted inventory.
Theft. Insider theft is an unfortunate reality in many restaurants. Although this is not the norm, theft can be
a reason for lost inventory. Theft involves anything from eating restaurant food outside of employee meals
to stealing full bottles of alcohol. Keep an eye out for behavior that may point to restaurant employee theft.
Learn More
Quick Tip:
Use discretion when submitting food orders and avoid purchasing more than your restaurant needs. An
excess of product might signal to workers that wasting food or making mistakes is no big deal. Invariably,
more food ends up burned or on the floor. With less product to work with, food is handled more responsibly
and less is wasted. Learn More
Transfers. Transfers involve moving inventory from one department to another, such as from the bar to the
kitchen. It can also mean sending an item from one establishment to another, a common occurrence in
restaurant chains. Just make sure any transfers are accounted for so they do not negatively affect your
P&L.
Often, the best defense against lost inventory is simply recording any food that is wasted, any
complimentary items given and any product transfers in or out. To do this, you need to enter the items
appropriately into your accounting software systems, or manually record the costs as expenses. For
instance, if you comp a customer's meal, you can typically enter it into the POS system as such, which then
translates to your P&L. Learn More
amounts." These are synonymous industry terms for the amount of food and supplies your restaurant
should always have on hand for the coming period between deliveries.
Par level. The best way to determine par levels is to keep an eye on your actual usage over a period of
time. After a while, you will get a feel for how much of every item you need to have on hand each week to
accommodate your sales. When it comes to determining par levers, experience is the best teacher.
Example
If you find that you are going through 10 -12 packs of hot dogs every week, your par for hot dogs might be
twelve packs. Twelve packs may be too much some weeks, but you might order them as a safeguard in
case you unexpectedly run out of hot dogs. Just be careful not take this too far. Ordering too much
inventory has a negative effect on your food cost and actually increases the odds that your kitchen staff
might get careless and waste more food.
Build-to amount. The build-to amount is just another way of saying par level. When ordering, you
essentially need to "build" your inventory to par level. Before purchasing food, you should have build-to
amounts or par levels in place to know how much you need to order every time. Ordering too much can add
to your weekly expenses and increase food costs for the period. Purchase too little, and you might run out
of food or supplies before the next delivery. To determine the order amount you need for your restaurant,
take the "build-to amount" and subtract the amount you have on hand.
For instance, as you look through your inventory, you see that you only have one case of potatoes on hand.
Your par level for potatoes is five cases.
Estimate the per person check averages for dinner sales throughout the week.
Make an approximation of how many guests your restaurant will see for the dinner meal period
each day.
Total the customers and multiply by the estimated check average.
Repeat the above steps for all meal periods and any other sales, such as bar sales.
The total guests attending dinner service throughout the week is estimated to be 700 guests.
Example
1.
2.
3.
4.
The check average for dinner sales are typically $15 per person. Determine this by looking at
check averages in the Point of Sale (POS) reports from previous weeks.
Approximate the number of guests served each day. This information can also be determined
using data from POS records from previous weeks:
1.
Monday: 60 guests
2.
Tuesday: 80 guests
3.
Wednesday: 70 guests
4.
Thursday: 100 guests
5.
Friday: 150 guests
6.
Saturday: 170 guests
7.
Sunday: 70 guests
The per-person check average of $15 multiplied by 700 total guests will result in the projected
dinner sales for the week:
Repeat this calculation to determine the total projected sales, which includes lunch sales, bar
sales, sales during off-peak hours and sales from catering.
Your projected sales total is just an estimate, of course, based on previous sales, or even how much your
restaurant brought in at the same time last year, if your restaurant has been open that long. After a few
orders you will get a better feel for your sales trends. This is just another way to get a feel for how much
business you will do in the coming days, and if you need to order extra inventory or not.
2.
3.
Verify the quantity. Be sure that every product you ordered is accounted for in the delivery. An
easy way to do this is to compare your order guide to your invoice and manually check off all
items as you look through the delivery. Be sure that product weights and counts are correct.
Dealing with Damaged Products
Some vendors refuse to refund or replace damaged items once you have signed the invoice. Be
sure you have negotiated all terms of your business relationship with your vendor in case you
receive damaged or unusable products in your delivery.
Learn More
Ensure quality. Be sure the items are of good quality. All refrigerated or frozen items should
arrive at the proper temperature, and products should show no signs or damage. However, for
one reason or another, food products may arrive unusable. When product is received in poor
condition, such as moldy or rotten, the manager should refuse the order if possible, and contact
the vendor immediately to schedule another delivery.
Check the cost. Make sure the total cost on the invoice is correct. The money you spend on food
orders and other supplies usually makes up a large part of your restaurant expenses, and
recording the appropriate amount in your financial records is very important to your overall profits
and losses. Learn more