Website New England's Tap House Grille
Tap House where good times are always on tap!
* SERVICE | FLOOR MANAGER
Staffing & Scheduling
o Scheduling of all Servers, Host, Bussers, Runners and Expo shifts to staff for the restaurant and buffet parties.
§ Monitoring all shift changes and managing request offs.
§ Looking ahead in the BEO book to ensure we are prepared for all large parties and private parties.
o Staying ahead of the curve with staffing.
§ 105% Staffing protects us from being short.
§ Being aware of staffing changes that could be on the horizon (School beginning/ending, vacations, etc.) and reacting accordingly.
§ Using the Buzz Table App as a tool to help with staffing and possible changes to scheduling or procedure.
o Working with the Beverage manager to schedule for the Bar.
o Keeping the new server, host, busser/runner and expo training program up to date.
§ Constant updates to specs, upgrades and testing.
· Having training books up to date usually 2 times a year with the food changes
· Beverage changes usually change 2 to 3 times
· Service standards are updated on an as needed basis
o New menu and menu upgrade testing
§ Developing new menu or upgrade testing.
· Testing, answer sheet, deadline, and sign off sheets.
o Clear communication with other management on where all this information is and what the deadlines are and any consequences.
o CONSTANT ongoing training.
§ In shift quizzing, in shift conversations and corrections with staff to avoid small service errors turn into habit.
· Ensuring adherence to the Employee Handbook
o Keeping up with uniform standards
§ Periodically checking stock on aprons and employee t-shirts. Ordering as needed.
§ Making sure current employees are keeping up with a clean not torn uniform. Keeping management in the loop on anyone who is breaking uniform standards regularly.
· Effective Communication
o Developing sales reports
§ Utilize the reports to push staff in a curtain direction by posting the information in an easy to read format.
· Finding information that can be actionable for you and your staff with out being “fed” the information.
§ Along with the reports, develop a plan of attack that the whole management team can participate in to drive in the direction that is desired.
o Preparing for management meeting
§ Clearly breaking down your department’s needs, wants, issues and strengths to continue to build a strong team.
o Developing effective employee incentives
§ Building multi-level incentive programs
· Daily incentives on occasions
· Month long incentives to drive sales/push product/build teamwork/clean restaurant/increase check average.
§ All incentives should have clear directions to staff and management with clear methods of tracking.
§ MUST follow through on incentives!
§ Taking stock of the pros and cons of the promotion to evaluate its success or failure.
o Overseeing the reviews and comments that come through social media and posting with a direction (Positive reinforcement or negative to help drive change)
o Bi-Yearly reviews for your departments that are written and then reviewed with management, then issued to all employees and file in employee file.
o 30/90-day review for all new employees.
· Shift running
o Running day/swing/night shifts.
§ Managing staff, projects, r&m issues, sanitation and the above listed topics.
§ Seeing issues, opportunities and success and reacting to them with a level and clear reaction.
§ Adjusting to what the shift gives. Dealing with call outs (covering and documenting) or the need to downsize shifts due to weather, special events or last minute parties.