| Productivity is a very misunderstood concept. | | | | expected and for how long. When a task is only |
| Employees typically want to do the least amount | | | | measured in time you lose accuracy, neatness |
| of work for the most amount of pay. Whereas | | | | and completeness. When the others are stress |
| the employer wants the most output for the | | | | you slow down. |
| least pay. The balancing act that follows | | | | What a restaurant operator must do is look at |
| determines whether your staff is frustrated and | | | | the overall picture and set standards of time, |
| overworked or properly challenged with the tasks | | | | accuracy and completeness of each and every |
| of your restaurant. | | | | task. Starting with how and when equipment is |
| I have been in restaurants watching the staff | | | | turned on. (If you don't know why you stagger |
| attempting to handle the work load only to see | | | | turning on equipment PLEASE call your electric |
| them all give up as a group and actually work | | | | company and ask them to explain the demand |
| slower as the sales load increased. Reasons for | | | | meter!) Moving on the prep time goals for each |
| this reaction can be many but typically they give | | | | and every product. Then service goals and times. |
| up as a group when 'tribal instinct' kicks in and | | | | Plating standards and times. |
| they realize they can not handle the pace of the | | | | Once you have established these goals involve |
| customers. | | | | your staff, review and tweak them often. |
| The top reasons for this 'group give-up' are either | | | | With these goals in mind look at a sales per man |
| training or staffing. Great employees know when | | | | hour goal. Your staff will get excited when they |
| they are understaffed and will attempt to make | | | | properly handle a meal period that exceeds your |
| up for the shortage in staff. At some point they | | | | man hour goal. Now you can celebrate success |
| will become frustrated when the realization is | | | | and set a new man hour goal. The staff gets |
| made they can't keep up. | | | | better and better, you get more profitable and |
| The second reason is training, or really the lack | | | | everyone feels like a winner. |
| thereof. Training is the difference in a profitable | | | | With that increased profitability you can give back |
| operation and one that is already bankrupt just | | | | to the best performers of your staff and they |
| not realizing it. | | | | will in turn step up their performance looking for |
| That brings us to productivity. How much can be | | | | the next raise opportunity. |