5No.

Seven chapters on hiring, training, scheduling and scaling the people power within your business.

G U I D E T O

Managing Bar and Restaurant Staff

T O O L B O O K S

T O O L B O O K S

Seven chapters on hiring, training, scheduling and scaling the people power within your business.

G U I D E T O

Managing Bar and Restaurant Staff

C O N T E N T S

Intro

1. Staffing a Bar: 5 Ways to Attract Top Talent

2. How to Properly Train Your Bar Staff

3. The Best Staff Scheduling Practices for Your Bar

4. Why Your Employees Aren’t Selling

5. Why Staff Turnover in this Industry is so High

6. Growing the Staff Power Within Your Restaurant Group

7. Some Final Thoughts On Employee Management

Wrap Up

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We work alongside the best bar managers, beverage directors

and owners to create software that helps our customers

with inventory, ordering, invoicing and unlocking their bar’s

critical sales data.

We help our customers work through the difficult parts of

bar management, giving them the power to save time, save

money, increase profit and grow their business faster—

from anywhere.

We realize, however, that not everyone is ready to take on new

bar management software. So we’re creating free resources to

help make your bar successful anyway.

W H AT I S B E V S P O T ?

I N T R O

What is it that makes the world’s best bars and restaurants truly excellent?

It’s many things, of course: the products, the pairings, the presentation, the story, the interior and even the location. But a restaurant’s staff (and the care they take in creating these adventures for each guest) is usually what takes that experience to the next level.

Restaurants like Eleven Madison Park have built businesses on elevating the hospitality experience, providing a whole new level of service to their guests. To achieve this, they heavily rely on excellent staff hiring, training, organization, management and growth strategies.

Our first four eBooks focus on the process of operating a bar—from managing profitability and inventory practices to online marketing for your business.

I N T R O

This time, we’re putting a spotlight on the people behind the bar, the people who make up the business.

In this eBook, we explore how to effectively manage your staff members to help them excel in their roles and create that perfect service experience that’s crucial to running a successful bar or restaurant.

We've narrowed down the staff management process to seven key points:

1. Attracting and retaining top talent

2. How to properly train your bar staff

3. The best staff scheduling practices for your bar

4. Why your employees aren’t selling

5. Why staff turnover in this industry is so high

6. Growing the staff power within your restaurant group

7. Some final thoughts on employee management

With contributions by Donald Burns and Homebase.

S TA F F I N G A B A R : 5 WAY S T O AT T R A C T T O P TA L E N T

1 .

S TA F F I N G A B A R : 5 WAY S T O AT T R A C T T O P TA L E N T

1 .

Attracting great talent is a hallmark of a great business.

With high turnover rates a persistent challenge in the food and beverage industry, it can be a struggle for bar owners and operators to find and hold on to top talent. But every bar has its own unique character and draw, and for most industry professionals, the appeal of working at a gritty dive bar is simply not the same as that of a cosmopolitan hotel bar.

To help you reach your staff hiring goals, we’ve identified five key management tips that can work across all types of establishments.

1. Be active in shaping the culture

It is the responsibility of owners and managers to clearly define the vision of the establishment. While you don’t necessarily need a mission statement plastered on your wall, you should be directly crafting your bar’s reputation within the community through a selective hiring process and consistent brand messaging to your guests.

9 S ta f f i n g a B a r : 5 Way S t o at t r a c t t o p ta l e n t

2. Be direct and transparent with expectations

The hospitality industry is constantly changing, but your expectations for your employees’ performance shouldn’t. Vincent Woo, owner and manager of the award-winning restaurant You You Japanese Bistro, says that a clearly defined system for division of labor and steps of service is vital for establishing a stable work environment for your talent. Tools like an employee handbook or a consistent agenda for pre-service meetings can help keep you and your talent on the same page.

3. Celebrate your employees’ individuality

It’s plain and simple: No one likes working under a micromanager. Give your employees the freedom to showcase their individuality, and take advantage of their unique perspectives. When choosing to join or stay at an establishment, veteran Boston-area bartender Johnny Allen from The Plough and Stars told us, “[Having] the freedom to express myself is always important.”

If you’ve hired and trained the right people, they shouldn’t need a line-by-line script to engage with your guests appropriately. They also shouldn’t feel intimidated or uncomfortable to approach you with helpful feedback or ideas.

4. Recognize both team and individual achievements

According to the majority of the industry professionals we talk to, team camaraderie is a key factor in choosing to stay at an establishment. When your team forms trust and bonds with each other, those connections can save that star team member from simply walking out the door after a rough service.

10 S ta f f i n g a B a r : 5 Way S t o at t r a c t t o p ta l e n t

This strong work culture and sense of belonging needs to be actively forged by bar managers. Fulfilling team-building gestures like giving shoutouts during pre-service for outstanding performances or working with a bartender to feature their own personal creation on your cocktail menu can help keep that star firmly on your roster.

5. Be a leader

Ultimately, it’s up to the bar managers to lead by example. Simply being an open resource for your team for professional support and mentorship goes a long way toward building your staff talent goals. Your reputation among your peers as a dependable and knowledgeable leader, both in your establishment and in the community, will naturally draw the best talent to you.

H O W T O P R O P E R LY T R A I N Y O U R B A R S TA F F

2 .

H O W T O P R O P E R LY T R A I N Y O U R B A R S TA F F

2 .

In order to save your team members, your guests and your establishment from embarrassing and potentially destructive mistakes, you must have training and education platforms in place to keep your bartenders informed and accountable. But how do you know which programs are right for your bar?

Let’s take a look at some of the standard industry tools for staff education and training.

1. Drink bibles

An inherent element of beverage culture is that there are endless variations on even the most classic of cocktails. When you Google the recipe for a Manhattan, the first four results are all slightly different from one another. Is it 1/2 oz or 1 oz of sweet vermouth? Is it 1 dash, 2 dashes or 5 dashes of bitters? These are the variations your bartenders will probably randomly draw from if they are unfamiliar with a house cocktail.

13 H o W t o p r o p e r ly t r a i n y o u r B a r S ta f f

Some might argue that these small differences in recipe would be largely unnoticeable by the average guest. But inviting your bartenders to create inconsistency in your guests’ experience is a classic recipe for disaster.

A common industry method to eliminate this possibility is generating a drink or cocktail bible for your establishment that covers detailed recipes for not only the cocktails on your menu but also any cocktail your guest might ask for outside of it.

2. Pre-service meetings

It can be easy to solely frame pre-service around quick expectations for the upcoming service as well as running through any 86’s and current food or drink specials. The best establishments will also often dedicate a portion of pre-service toward continuing their staff education.

For bar managers, that might entail something like picking a sample from what you offer—whether it be a beer, wine, cocktail or spirit—and explaining its origin and significance to your staff. For your experienced and well-versed team members, this might be an undesired refresher course. But, for the less knowledgeable, it can provide a newly gained understanding of exactly what your establishment offers to your guests.

Plus, if you’re proud of your menu’s offerings, pre-service is an opportunity to fully channel your pride throughout your entire staff.

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3. Staff tastings

A common part of the education portion of pre-service, and something that’s sometimes held in individual sessions, is an organized staff tasting. Serving product to your team members that could just as well go to a paying guest might appear counterintuitive toward profitability. However, this practice has more long-term value for your team and the culture of your bar. The investment you’re making with tastings benefits your employees’ ability to confidently and accurately sell the product to your guests.

Educating your team members on what your beverages taste like and why they taste the way they do can lead to much more organic and engaging descriptions that will provide a rewarding experience for your more curious patrons.

4. Written quizzes

Using quizzes in your bar education program can be a point of contention among bar managers. There is a certain fear and discomfort that comes with forced written tests that could generate added stress in your working environment, especially if continued employment is conditional upon passing.

However, if your goal is to establish a higher standard of service and knowledge, frequent quizzing can promote a culture that actively pursues bar and beverage education outside of the workplace. Even if done in a more casual manner, quizzes can be incredibly useful for bar managers to identify and address holes in a desired knowledge level of individuals as well as the team as a whole.

Ultimately, bar managers need to decide what tools fit the desired character of their bar within their training and education programs.

T H E B E S T S TA F F S C H E D U L I N G P R A C T I C E S F O R Y O U R B A R

3 .

T H E B E S T S TA F F S C H E D U L I N G P R A C T I C E S F O R Y O U R B A R

3 .

As a bar owner or operator, not only do you need to have a hand in everything, from inventory to staff training, you also have to be prepared to act as a walking customer service advocate when things go sour.

One of the best ways to ensure things run smoothly is to make smart staff scheduling decisions. Here are some tips that can help save you stress and aggravation when your shift is over- or under-staffed.

1. Schedule your staff members according to their strengths

While your staff members may be starting off with a limited skill set, over time they’re likely to learn the ropes and up their game. Until then, take advantage of your staff members’ respective strengths and schedule them for the times they’ll be most effective.

17 t H e B e S t S ta f f S c H e d u l i n g p r a c t i c e S f o r y o u r B a r

For example, if you have a bartender who’s friendly and eager but painfully slow, give him the Monday night shift, and put Mr. Unfriendly Bartender, who pours drinks at lightning speed, front and center on Friday and Saturday nights. Have a super efficient barback who really knows his stuff ? Throw him into the mix during weekday happy hours when your place tends to be buzzing. You’ve got plenty of time to help your staff members improve, so, for now, do what you need to do to keep things moving.

2. Assign tasks for each shift

Before your staffers show up for a shift, they should know exactly what’s expected of them. When you set your schedule, assign specific tasks for each shift so there’s no confusion as to who’s doing what. For example, have those working the opening shift set up tables and chairs and prep your garnishes, and have your closing staff be responsible for refrigerating all open mixes and juices and rearranging your top shelf liquor display. You can divvy up these tasks as you see fit, but the key is to assign them by shift and do so in advance.

Step 3: Implement performance-based scheduling

Most of your staffers would probably rather work a weekend than a weeknight since there’s more opportunity for tips. To avoid being accused of playing favorites, create a performance-based schedule where those who do their jobs well get those coveted shifts and those who slack get stuck working Mondays and afternoons. Not only is this fair to employees, it’ll be good for your customers and your business.

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4. Publish staff schedules in advance

Your staffers have lives, too, so the earlier you give them their work schedules, the better they can plan. Rather than wait until the week before to post your work schedule, present this information weeks or a month in advance. This way, if someone has a conflict, you’ll have plenty of time to shift things around or find a replacement. Scheduling in advance also shows your staffers that you value their time and aren’t looking to catch them off guard with any surprises, and if all goes well, they’ll return the favor by showing up on time and as expected. (Besides, they won’t really have an excuse not to.)

Managing a bar can be tricky work, but if you’re smart about scheduling, you can do your part to ensure you don’t run into too many snags. And, with any luck, your staff members will appreciate the effort you’re putting in and step up to help further your efforts.

W H Y Y O U R E M P L O Y E E S A R E N ’ T S E L L I N G

4 .

W H Y Y O U R E M P L O Y E E S A R E N ’ T S E L L I N G

4 .

As a bar owner or manager, you can offer your guests the best food and beverage in your market, but if your staff can't sell it well your business won't last long against the competition.

As hospitality professionals, we need to come to realize that we’re all in sales. Nothing moves in our economy until something is sold.

The restaurant and bar industry can be a particular challenge because most of the product you deal with is perishable. So, time is certainly an issue when it comes to managing inventory and getting product out the door.

Knowing this, how can you put the odds in your favor and take steps to make sure your staff are supporting a profitable bar? Here are three reasons why your team might not be making the sales you keep asking them to make.

21 W H y y o u r e m p l o y e e S a r e n ’ t S e l l i n g

1. They don't have their own reason why

Human psychology is fascinating. It baffles our senses when people do things that—on the surface—seem bizarre, weird or even crazy. But those crazy acts all come with the same question…why?

The real driver of human behavior is this: People do things for their own reasons, not for yours. You can tell your team every day to mention that feature and to try to move that case of Cabernet Sauvignon sitting in your wine room that you bought too many cases of (yes, we know it was a good deal). But the reasons you’re pushing this product are yours.

Now, some staff members will comply. Others might even mention it to their first few tables, and in the end you’ll sell a few bottles. But if you want to help your staff sell more, the first step is to help them discover their own reasoning. That means involving them in the process to give them some ownership. Hold pre-shift meetings to explain and taste the featured products. Open up conversations with the team, and ask what they think.

“You know, this Cabernet we’re featuring tonight has a slightly more robust finish than our house Cab does. What item on our menu would you recommend it with?” Ask for input from all staff who want to contribute, and encourage them to uncover their own reasons.

2. They haven’t been trained how to sell

There is a classic industry story of a restaurant CEO and his CFO chatting in an elevator.

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The CFO says, “What if we spend all this money to train our staff and then they leave?”

The CEO replies, “What if we don’t train them and they stay?”

Training is always a worthy investment. Consistent training and education is what separates the great restaurants from the mediocre ones. How you train your team is how they will perform. And you cannot expect to have outstanding service or food without a practiced staff.

You have to look at your staff like a world champion sports team—they don’t just practice at pre-season and that’s it. It’s amazing that most restaurants and bars have the same short-lived training program only when the person is first hired. The typical three-day session is how most are trained. Then we're shocked when they don't meet expectations.

The best professionals in this industry make learning and growing a priority. They’re constantly reading, doing research and refining their craft. If you think you can become great with only 30 –40 hours of work each week, think again. Most of that time you’re simply dealing with the daily operational grind; few hours are directed at self-improvement.

Encourage your team to learn. Give them books and share links to bar industry articles or blog posts. Feed their curiosity, and you’ll develop a team that will start to become addicted to knowledge.

Will everyone you’ve hired jump on board? Of course not. That’s why it’s important to understand the last reason that pulls all this together.

23 W H y y o u r e m p l o y e e S a r e n ’ t S e l l i n g

3. You’ve hired the wrong people

Understand this: You cannot turn a lamb into a lion. That might sound harsh, but at its very essence, it’s true. It’s hard to take someone who is shy and scared to talk to people and turn them into an outgoing service team member. This is not to say it can’t be done, or that this staff member is not valuable in other ways. But just like in reason number one, if they’re not right for the role, they need to have their own reason to want to change. You can keep encouraging the team member to “get out there,” but the look on their face usually tells the real story.

One way to change this is to use behavioral surveys to put people in positions that play to their strengths. There are some great ones on the market like DiSC and ProScan that measure the four cornerstone behavioral traits that each and every one of us has ( just in different combinations, which leads to individuality). These are:

1. Dominance: When a person displays confidence and places emphasis on accomplishing results. The leadership trait.

2. Extroversion/influence: When a person places emphasis on influencing or persuading others, openness and relationships. The people trait.

3. Pace/steadiness: When a person places emphasis on cooperation, sincerity and dependability. The patience trait.

4. Conformity/conscientiousness: When a person places emphasis on quality, accuracy, expertise and competency. The systems trait.

When trying to place new people within your team, in a position that would play better to their natural strengths, personality

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traits are a big factor. On a football team, there are many people who want to be the quarterback, yet very few have the skills and natural strengths to excel at that position. The same goes for your staff—while the majority of people can adapt and do most jobs, only people whose natural strengths are aligned with their role will become top performers.

Your business will excel when you plug people into the right positions, develop a culture of learning and help them discover their own reasons of understanding why things need to be done. When you do all three, you'll hit the trifecta and soon start to see your sales really soar.

W H Y S TA F F T U R N O V E R I N T H I S I N D U S T R Y I S S O H I G H

5 .

W H Y S TA F F T U R N O V E R I N T H I S I N D U S T R Y I S S O H I G H

5 .

You might have noticed it’s getting harder to find staff in today’s market.

Perhaps, like the fishing industry, bars and restaurants have depleted some of their resources. Some industry professionals believe this is the case; others disagree. But, like any resource, hospitality employees must be protected, and plans should be implemented to make sure they remain a sustainable resource.

Over the years, this industry has received a bad reputation for high turnover and a shallow talent pool. Why is this? Most establishments will be quick to say it’s not their fault, it’s the other restaurants out there that are careless in their management practices.

Well, let’s see if our industry’s practices truly are part of the solution or part of the problem.

27 W H y S ta f f t u r n o v e r i n t H i S i n d u S t r y i S S o H i g H

As a bar or restaurant owner, do you:

1. Pay higher wages than others in your market? If you’re offering the lower end of compensation, you tend to end up with the worse talent.

2. Promote from within? Without a chance for growth and opportunity, people become disengaged at work and will seek opportunity elsewhere. This contributes to the growing pattern of job hopping in the industry.

3. Have a thorough training program? A great training program is more than just initial job training. Restaurants with rigorous training programs understand that learning and improvement is continuous—school is never out for the professional.

In the same way that you carefully craft your brand, you need to craft your culture in a way that attracts top talent, especially if you are to stand out in a crowded market.

First impressions go both ways—you might judge an applicant by their appearance and other clues before you even look at their resume, and you can bet that potential employee is also judging you by your demeanor and the atmosphere and physical condition of your restaurant.

The question really boils down to this: Have you created a restaurant that people want to work at?

What you need to do is create an environment that attracts top talent.

28 W H y S ta f f t u r n o v e r i n t H i S i n d u S t r y i S S o H i g H

Here are some ways to start:

1. Do an objective walk-through of your restaurant. Are there any walls that need touch-up paint? Any furniture or kitchen equipment that needs to be either repaired or replaced? If you want to hire people who pay attention to the details, you have to be the first one.

2. Get creative in your job advertisements. The number one mistake most restaurants and bars make when trying to hire is that they publish an ad that is nothing more than a simple job description. Being creative sets you apart from all the other restaurants in your market desperately trying to fill the same positions. Advertising for a dishwasher might get you one or two responses. Advertising a job for a Ceramic Aquatic Technician, for example, might seem a little silly, but you will definitely get some inquiries. When posting your job ads, you want to adopt the same mindset as marketing—sometimes, what you say takes a backseat to how you say it.

• Lastly, you must become a mirror for the type of talent you’re looking for. If you want to build a team with integrity and honesty, you need to be a leader with integrity and honesty. If you want a team with high energy, you need to set the tone with high energy every single day.

If we are to make this industry appealing to the younger generations, we need to develop and maintain a professional perception of the industry. Reality TV shows have tainted our image. But we all know that chefs yelling and screaming at staff is very rare in the real world. Most owners, managers and chefs are good people. It’s just that the bad ones get more press.

29 W H y S ta f f t u r n o v e r i n t H i S i n d u S t r y i S S o H i g H

The best thing to do is set the bar high for yourself, first. You have to raise your standards. You have to expect more from yourself than you do from others. When you step up to be the leader they expect, you’ll see the culture turn around. Soon, you’ll start to see the quality of applicants rise and you’ll find your business attracting (and retaining) top industry talent.

S C A L I N G T H E T E A M I N Y O U R R E S TA U R A N T G R O U P

6 .

S C A L I N G T H E T E A M I N Y O U R R E S TA U R A N T G R O U P

6 .

Six years after opening his first restaurant, Jimmy Liang and his business partner, Peter Tse, sold their first venture and invested the money into opening Fuji 1546, a 4,200-square-foot sushi mecca that has the capacity to seat 112 people. Over the years, he has steadily grown his hospitality business to a thriving nine (soon to be 11) locations around Greater Boston.

If you’re not an expert in everything (which, likely, you aren’t), “surrounding yourself with people who make up for where you

can’t is imperative,” says Jimmy. “Find that chef, find that manager, or find that tool that is going to make up for where your expertise ends.”

Jimmy now manages over 300 people within his company. As you can imagine, he found it difficult to go from owning one location—and being in control of virtually every aspect of the business—to owning multiple locations—and having to allocate responsibility to others. “I found myself in the kitchen, frustrated, watching people not execute things the way I normally do.”

32 S c a l i n g t H e t e a m i n y o u r r e S ta u r a n t g r o u p

He quickly learned that educating his employees was extremely important, and furthermore, figuring out what kind of teacher he needed to be for each of his employees was even more important.

“Everyone learns differently and at different rates,” Jimmy explained. “Some people need verbal direction, others need visual, and some need hands-on training. As a mentor, you have to realize what kind of students you have. What are their strengths and weaknesses? Then you can determine your teaching method.”

Brand loyalty from his staff has been particularly essential to Jimmy’s success. “You’ve got to provide a career path for these people, not just a job. This will keep them loyal and hardworking.” Jimmy devotes a lot of time to paying attention to his employees’ well-being. Why? “When my team is successful, I’m successful,” Jimmy said.

The Fuji Group provides ample flexibility for its employees. Jimmy has no problem letting people leave mid-day when it’s slow to pick up their kids from school. He also provides English-as-a-second-language classes to his staff. “By enabling them to learn the English language, I’m not only helping them at work, I’m helping them share that knowledge with their families. Often times, my employees are the first English speakers in their families.” Jimmy, a family-oriented man, also provides paid maternity and paternity leave for his staff.

In addition to providing his employees with flexibility, benefits and competitive pay, he earns his staff’s approval by getting his hands dirty when needed. Jimmy isn’t above jumping behind the sushi bar when the kitchen is short staffed, changing a keg or clearing tables.

Jimmy’s last word of advice to aspiring restaurateurs: “Believe in your product, your service and your management team. And it’s the simple things. If you can do the simple things well, you win.”

Some Final Thoughts on Employee Management From BevSpot’s CEO

R O R Y C R AW F O R D

The key to running a successful business, whether it be a software startup or a multi-location restaurant group, is about identifying the fact that it’s all about the people. Doing everything you can to get good people and then keep them is something we’ve seen in the best restaurant and bar owners we partner with.

I’ve always thought that the best possible position for any individual, regardless of the business they’re in, is the intersection of what they’re good at and what they’re passionate about. If you can find those two things in an employee, they’ll typically generate a lot of value.

That’s what we look for at BevSpot, from a people perspective— we look for people who are both passionate about and talented doing the same thing that’s valuable to our business, and then we try to bring them in and support them in doing it.

Typically, the most valuable people didn’t get into bars and restaurants to count bottles. They joined to create incredible hospitality experiences, craft amazing new cocktails, challenge themselves and enjoy doing what they love. Any way a business owner can reduce the time an individual has to spend on things other than that is extremely valuable because you’re essentially freeing a creative individual to do what they’re best at and what they’re most passionate about.

7.

W r a p-u p

Some key points to take with you:

• In order to attract and retain top talent in your business, it’s important to be transparent, to shape and reinforce company culture, to celebrate your employees and to recognize their achievements.

• House drink bibles, pre-service education, regular tastings and staff quizzes are great training and education platforms that can keep your bartenders informed and accountable.

• Scheduling staff according to their strengths, their most relevant tasks and their performance—along with solid organization of this scheduling—are all techniques that can help you run smoother shifts and keep your staff happy, night after night.

• Need your staff to start selling better? Help them understand why they’re selling these products and why it’s important; help them sell to their personality strengths; provide them with proper training in how to sell; and be sure you’re hiring strong sellers from the beginning.

W r a p-u p

• To avoid high staff turnover at your establishment, make sure you’re evaluating and holding yourself to high standards, evaluating your hiring standards and projecting a reality that mirrors the qualities of the types of people you wish to hire and retain.

• In order to scale a restaurant business, you must build a solid network of reliable staff to be there to support the expansion. Consistently treat your employees well and you’ll receive their loyalty in return.

• For us, the key to running a successful business—whether it be a startup or a multi-location restaurant group—is about understanding that it’s all about the people. We look for people who are passionate about the same thing that’s valuable to our business, and then we support them in doing it.

For any bar or restaurant owner or operator, staff management can be a high-pressure, time-consuming part of running the business. Managing people is tough, but it’s one aspect of this industry that will always be of great importance.

We build bar management software to help you save time on inventory, ordering, invoicing and managing your sales numbers, giving you more time to spend on the important things like training your newest barback.

Sound like something that could be helpful to your business?

Get in touch, and find out what BevSpot can do for you.

Head to www.bevspot.com/demo or call (617) 500–6750 ext. 2.

1. Guide to Bar Management

2. Running a More Profitable Bar

3. The Bar Manager’s Handbook

4. Marketing Your Bar or Restaurant

T O O L B O O K S

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