Ms. Ross

Food & Beverage

Reviews and Evaluations of Staff Performance

By Susie Ross, Founder, Waiter Training

Is it too early to make "New Year's Resolutions?" It's never too early! Resolve to make reviews and evaluations a priority in your restaurant. Plan for them now and put them on the calendar of events after the holidays. Right now may be too hectic to start planning something new.

Reviews and evaluations are something that few managers and/or owners seem to have time to do - realistically. Ideally, you know you should be conducting these employee benefits on a regular basis. Why don't you just make the time? That's easier said than done; a statement to which, I'm sure, everyone can attest!

Many employees want to know if there will be periodic reviews and/or evaluations of their performances. Even if they don't ask about them in the interview process, you should mention them. Then you have to live up to your statement and conduct regular evaluations. What it does is convey the message that you run a professional organization and you expect them to have the same professional attitude about their careers.

If staff presents themselves as professionals, then it's highly probably that their customers will see and treat them as professionals. You must start the professional image at the interview stage and hold them accountable thereafter.

Holding regular performance evaluations shows that you are truly concerned about their professional success. Even if they don't seem concerned, they are aware that you are and that you are monitoring their performance. It's not that you have to be "big brother," you simply have to let them know that you care about the image your staff portrays to your customers. They will either perform better because they are aware of your evaluations, or perform better because they know it is in their best interests. They might also decide they don't want to be a professional and they will soon move on to a less professional establishment. Don't cry over spilled milk - or bad staff! You learned something about your judgement and your process of hiring and training. You don't want people who feel less than great about their careers; they probably didn't make your guests feel great, either.

Again, this is a task easier said than done. How is it that you make time for anything in this business? Like anything else in our busy lives, both professionally and personally, we have to prioritize. That means you may want to reconsider the value that you place on your front-of-house staff. They are your front line. Make them your first priority.

So what are the individuals of your front line doing? How are they doing? How are their sales? Do they actively participate in the contests you have in place? Does Jack come in late, sick or calls out frequently? And does Pat always show up fifteen minutes early, picks up extra shifts and always has a "can-do" attitude?

Both of these people have to be recognized for their efforts, or lack thereof. An evaluation once or twice - or more - a year reminds your staff that you're watching and, more importantly, you care about their well-being and job satisfaction.

Set aside one or two days of scheduled evaluations. Allot 20-30 minutes of time for each person. This way you know you have a certain amount of time to complete your task and the employee knows it won't be a long, dragged-out process. If you conduct them every three or six months, then you can plan ahead and you can also let your staff know when you plan on conducting them. There is nothing wrong with letting them know the dates you plan your evaluations.

Schedule staff accordingly while you conduct your evaluations. Take no phone calls or accept any sales people's visits. The 20 minutes that you spend with each staff member can translate into a server who truly cares about his/her career and wants to continuously improve. That server will also most likely stay with you longer. You are sending them a message that you care about their careers and you want to help them get better and make more money. It's also ok to let them know that, by golly, you make more money when they make more money! Hey - it can be a win-win situation! People want to work where they feel they are appreciated and cared about.

You can learn much about your staff through evaluations. You must listen and give their comments the respect they deserve. Address their questions or concerns honestly and tactfully. Many inexperienced people are unaware of the daily grind in the back of the house. Take the time to make them aware of why certain things happen the way they do.

Empathy is a big buyer of understanding. If you empathize with your staff over issues that concern them, they will be more likely to listen to your response and possible solutions. You might also find their attention span a little sharper when you have to address future problems or situations.

Lastly, if you see a server having a hard time or just displaying a bad attitude, don't wait for the evaluation time to address it. If it continues for longer than a day, you must address it immediately. We all have bad days; when they continue longer than a day, you have an obligation to confront the person and find out if there is anything that can be done to help him/her.

You might be surprised at how simple it can be to help a staff member overcome an anxiety or a perceived horrible situation. And on the flip side, you might discover a deeper problem that affects your whole business.

Take advantage of every opportunity to talk to your staff about goings-on and happenings in your business. After all, it's your business.

People see your servers and see your business ethics. People feel how they're being treated by your staff and make decisions on whether or not they'll return. What do you want your guests to see and feel?

You might have a fantastic staff in the front of your house. Yet even the best of employees need pats on the back, reminding of how we do business and the occasional "oops!" moment. Don't assume your star people are doing exactly what you want. Check in and make sure you're not missing out on some glaring misunderstandings.

Reviews and evaluations are the best way to do that. Resolve to make them a priority.

Susie Ross founded Waiter Training. She holds a degree in Speech/Communications with an emphasis in Theatre, from Metropolitan State College of Denver and has made a successful career of selling and serving food and beverages. Her background in the restaurant business includes fast-paced, breakfast and lunch service and a more formal, evening and dinner atmosphere. Building confidence in both experienced and inexperienced staff has become her trademark. Susie believes servers must approach the table with confidence and an ability to sell the menu, irrespective of the type of restaurant. Ms. Ross can be contacted at 720-203-4615 or susan@waiter-training.com Extended Bio...

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