With season about two months away, now is the ideal time to put your plans into action for a smooth peak season. If you have not planned yet, here are a couple of thoughts.

Starting with last year’s results, create a calendar of expected peaks and quiet periods. Review your sales performance, factor in menu price increases and growth targets, now establish a sales goal for the period. With clear targets in place, you can begin planning the activities needed to achieve them.

Many restaurants introduce menu changes to align with seasonal trends, customer demand, and key holiday periods. Consider how these changes will affect preparation times, equipment requirements, storage capacity and service speed. Assess whether your kitchen can effectively deliver the revised menu and ensure sufficient time is allocated for staff training and post launch adjustments before peak trading begins.

Develop or update set and group menus that support seasonal promotions, events and marketing campaigns. Review booking limits, cancellation arrangements, and existing menu performance. Check margins and portion sizes and adjust prices as required to maintain profitability.

Speak with your suppliers to confirm ingredients will be available, order lead times, and any delivery schedule changes during busy periods. Discuss potential price increases and identify alternatives for key products if needed. Budget for upfront spending on stock as there may be discounts available for bulk or pre-orders.

Inspect storage areas and remove any unnecessary items, such as broken furniture or unused equipment. Categorise into what can be repaired and what should be discarded. Once you have a list, plan and budget for these repairs. Review refrigeration temperatures and maintenance records and schedule servicing before peak season. A refrigeration failure during a busy period can disrupt operations and create food safety risks.

Over the coming weeks, seasonal employees may need to be recruited and onboarded to support increased demand. Introduce new members gradually to avoid overwhelming the operation and to maintain service quality and operational standards. During this time, labour cost will likely increase at a faster rate than sales, as new employees require training and supervision before they can contribute fully. While this is a necessary investment in preparing for peak trading, labour cost should be closely monitored and managed to minimise the impact on profitability.

Success during peak season rarely comes down to one big decision. It is the result of hundreds of small actions taken in advance, from setting realistic sales targets and refining your menu to preparing your team, suppliers and equipment for increased demand. The more work that is done now, the fewer surprises you will face when business reaches its busiest point.

A well-prepared operation is better positioned to maximise revenue, maintain service standards and protect profitability throughout the season. Use the next two months to work through your plan, monitor progress and address any gaps as they arise. When the peak arrives, your focus should be on executing confidently, knowing that the groundwork has already been done.

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The first couple of weeks in January has come and gone in a flash. Hopefully by now we have all recovered from a busy holiday period and am in good spirits as we have met our targets / goals set. With most people back at work and having spent all their money during the holidays, we find ourselves in a bit of a lull. It is the perfect opportunity to evaluate the past year and to start thinking about the year ahead. What has worked and what has not.

In today’s rapidly changing world, restaurants need to innovate to stay relevant. The hospitality industry is extremely competitive, and our customers have high expectations. Our success depends on great food, quality service, and good management. The best way of ensuring this is by setting both short- and long-term goals that will help us realize our vision and keep us competitive.

But not all of us are natural goal setters and we may find it difficult to decide what the right next step is to take or how to realize our vision and as a result we procrastinate. One thing is constant though, restauranteurs want to be profitable. There is not one area in your restaurant that cannot benefit from being focused on. Setting short term goals to make your restaurant run better will help you be profitable. Breaking these goals into manageable objectives will prevent you from becoming overwhelmed.

Here are a few examples that can make your restaurant run better.

Increasing daily sales.

Sales may be the most important system of measurement for your business. In fact, your success is wholly dependent on this number. Understanding your restaurants historic data, menu engineering, location and how peak periods affects your operations will assist in setting goals. Consider adding new menu items, improving employee productivity, enhancing the overall dining experience for the guest, and scheduling your best employees during peak times to effectively help as many guests as possible thereby increasing your table turnover rate.

Reducing labour costs.

Ensure that you staff the restaurant according to the trade needs by accurately forecasting staffing requirements based on expected guest volumes and operational demands. Reduce the staff numbers during slower trade times and increasing them during peak periods. Also continuously invest in your team to improve their skills, cross train them and prepare them for possible promotion when positions become available as recruiting and employing new team members are expensive and time consuming.

Preparation speed.

Long wait times can leave customers feeling annoyed. Keeping track of how long it should take to prepare a meal versus how long it actually takes during both slow and peak periods can help you set goals to reduce these and improve overall speed. Optimise kitchen workflow to ensure orders are prepared and served more efficiently.

Food quality.

You should always try to improve the food quality of your restaurant as serving great food is a sure means of increasing sales. Setting goals for improving recipe consistency or high-quality ingredients, like sourcing locally or organic, evaluating your suppliers regularly to assess their compliance with your quality standards, and standardising all dishes will help you achieve this.

Building a bright future for your restaurant starts with a vision and well-defined goals. These goals will serve as your guide when needing to make decisions.

Most of us don’t feel motivated and according to statistics, most of us wish that our bosses were better at motivating us.

The problem is, as a manager, we do not have the luxury of not performing and not being positive. The pressure to get the best out of our employees is endless. We must deal with whatever we have to and still motivate those around us. The work involved in motivating or inspiring others is emotionally draining and the cost is ……… our own motivation. 

Few managers are exceptional at rallying the troops. You do not have to be a superstar to motivate or inspire those around you, anyone can motivate or inspire a team of people. It is the commitment to the mission and having the right mindset that boosts the team.

First, we need to understand the difference between motivation and inspiration. When there is a specific short-term goal that must be met, we motivate. We push people to achieve something, and we reward them for it. When we need long-term goals met, we inspire. Inspiration involves changing the way people act and think. There is no reward promised, the satisfaction is in a job well done.

Planning ahead can provide the clarity that you need to motivate and inspire, even when you are struggling with your own motivation. Knowing that each of us has different values and is motivated in a different way is a key part in the process. You need to look at each individual and understand what drives them and then leverage it to achieve your goal.

When motivating, explain exactly what you want them to do and set an end date. Agree to the reward; an extra off day, bonus or something as intangible as the team spirit that comes from achieving your goal. Fear can be an effective motivator but can also be a big de-motivating factor. So be very careful when saying something like “if we don’t achieve this, we’ll all lose our jobs” too often. Remember to walk the walk, you can’t expect your team to do the work and then you don’t.

People are not inspired by the ordinary or common expectations. To inspire, you must draw on emotions and imagination. Tell a story that will ask them to act in a manner that is consistent with their values, and will ask them to demonstrate what they are capable of. Change the focus of every conversation from the ordinary to possibility.

You can be a motivational / inspirational manager, everyone can. It is just a matter of identifying the correct moment and situation.

Having a positive outlook and being friendly are essential qualities if you are dealing with customers. Many people are not aware of how their negative energy affects those around them. When you are grumpy and negative, those around you will reflect this energy and your customers will certainly “feel” it.

YOU, the restaurant manager sets the tone for the day. Having positive energy at work is about intent. Prioritising positivity and modelling positive behaviour will create a more productive and enjoyable work environment.

Situations at work will not always be ideal. Worry and stress are always present. Complaining about it will only feed your negative attitude. Staying positive at work is important as you spend a very large part of your life at work, and it is likely to affect other parts of your life. The level and quality of positive energy you bring to your professional life is a huge factor in your success.

To create and maintain a positive work environment, begin with yourself. Do not wait for others to create a positive and motivating environment. Positive thinking is something that can be learnt, it takes consistent practice. Focus on what you can control. Analyse how you see the world and understand what matters to you the most. Knowing what drains your energy and what motivates you will give you the power to choose how you want to experience life.

Develop a solid morning routine. Starting the day in a positive manner by doing what puts you in a good mood will set the tone for the day. Having a plan will set the expectations and ensure that you accomplish your objectives. Frequent success in achieving your objectives will make you happier and add to your positive outlook.

Smile, even when you do not feel like smiling. This simple act will trick your mind into feeling happier. Smiling at your team will remind them and yourself that everything will be okay.

Our language is an expression of our thinking. Practising positive language can greatly affect our thinking. Enforcing positive words in your life can help you stay positive. Communicating in a positive and constructive way will change the way your team receives your message. Replace negative words in conversation with positive words. Others will naturally follow your lead and contribute toward a positive environment. A positive environment will make people exited to go to work.

People with a positive outlook and a cheerful nature have better relationships with the other members of their team and are seen as more productive. They may not be the best at what they do but they are offered more opportunities for advancement due to their contagious energy.

Staying positive can be tough. Sometimes we do not feel happy or positive, especially if we are constantly bombarded with negativity, failures, and disappointment. To stay positive in these situations, you must drive your emotions. Do not let them drive you. Prioritising positivity and modelling positive behaviour will create a more productive, supportive, and enjoyable work environment.

No matter how well your restaurant is run, you will have to deal with this type of conflict as surveys have revealed that two thirds of customer complaints in restaurants are the result of unrealistic demands or misunderstanding of the dishes that they have ordered. When this happens, deescalating the conflict quickly and efficiently is your goal.

You don’t want the conflict to become a show and possibly end up, often exaggerated, on social media. Taking the time to listen will show that you care and value the customers concerns. The most common customer types to be aware of are:

Customers who will let you know that they are upset.

Avoid mirroring their confrontational behaviour.

React with determined politeness.

Customers who spend well and expect premium service.

They are not interested in excuses and want solutions ASAP.

Customers who don’t complain and never return.

By far the biggest percentage of customers, you need to actively seek them out or you’ll never see them again.

Being aware of the different type of customers can help you respond most appropriately. Ensure that you keep eye contact and a concerned body posture, tone of voice and facial expression. Be confident so that the customer can see that you will handle the situation.

Do not interrupt the customer while they are explaining their point of view. Allow the customer to express their unhappiness. Remember that it is not personal, stop yourself from becoming defensive. Show empathy by nodding and encourage them to finish their story.

When the person is calm, you can move to the problem-solving stage. Apologise where necessary and offer solutions that are in the scope of your authority. Try and use the customer’s name when speaking with them. Always thank the customer for bringing the complaint to your attention.

A customer whose complaint has been resolved to their satisfaction is more likely to turn the experience into a positive one when relating the incident to friends and family. Becoming a champion for your business.

Keeping track of the complaints received will help you track trends. It is important to regularly evaluate complaints received and to take the appropriate action to minimise the probability of this happening again. Monitor your social media feeds to keep track of your satisfaction rating.

There are days when things will go wrong, and it will be important to find a way to remain positive.

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We go to restaurants to socialize and relax over delicious food. Restaurants are places memories are made; first dates, birthday celebrations, anniversaries, the list goes on and on. It is extremely important to create the right atmosphere and angry, scowling serving staff do not create what you want your restaurant to be remembered for. Identifying causes of conflict and swiftly dealing with them is required to maintain a harmonious work environment.

Not every conflict requires a manager to mediate. Sometimes conflicts are small and blow over quickly on their own. However, if you see that it is not blowing over, deal with it immediately. The longer a disagreement festers, the more likely it is that emotions will start to run high, try to intervene before the conflict boils over.

When you need to intervene, select a venue and set a time for the meeting and follow the steps below to mediate.

Mediating conflict between employees:

1.    Set the tone – greet the employees cordially and try to establish an open and non-threatening tone for the meeting. Choose your words carefully and be aware of how you say it.

2.    Get the emotions out and get the facts – allow the employees the opportunity to release their emotions, don’t interrupt or seek clarification at this stage. It is important for employees to express their frustrations. Keep the employees talking without agreeing with them. Listen for what is not being said. Save your comments until you have all the facts. Make sure you can accurately describe the situation as each employee sees it.

3.    Finding a solution – encourage the employees to find their own solutions. Understanding which of the conflict resolution styles each employee utilises will help you steer the conversation in a constructive direction. Ask open-ended questions that invite the employees to identify causes and offer solutions. Help the employees be as specific as possible about the future actions they will take to resolve the conflict.

4.    Get a commitment – after there is agreement ask the employees to commit themselves to performing their part of the solution.

5.    Follow up – follow up to check whether the employees’ solution is being implemented and working. If it is not being followed or working, be ready to introduce your solution.

Unresolved conflict can demotivate employees leading to reduced productivity, an unhappy workplace, and increased employee turnover. Conflicts are often symptoms of deeper issues. It is critically important to dig deep and identify the source rather than just addressing the superficial conflict.

By understanding the root cause of the conflicts and by arming yourself with effective conflict resolution tools, you and your employees can ensure the smooth running of your restaurant. Conflict, when addressed with care, insight and strategy can lead to growth, and unequalled team unity.

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It is no surprise that the most common saying about high-pressure situations is about kitchens. The pressure of delivering quality dishes, consistently and in record time often leads to conflict but is seldom talked about.

There are two types of conflict that Restaurant Managers will deal with on a regular basis. Internal, amongst employees, or external, involving customers. I will write more about these in future posts.  

It is important to recognise that conflict is not always bad. Restaurants can benefit from meaningful, constructive conflict to grow and improve. Some conflict is necessary for good work performance. Opposing views can bring about productive and positive change. Whereas low levels of conflict can lead to the business stagnating. There is however a fine line between constructive and destructive conflict.

The Restaurant Manager is responsible for creating an environment where everyone feels welcome. It can be challenging dealing with conflict when you have a restaurant full of customers waiting to be served with a smile. By arming yourself with effective conflict management strategies you can ensure that the restaurant runs smoothly.

Most conflict situations are emotionally charged, so it is important to detach yourself from the closeness of the conflict. You must approach the issue with a cool head and clear perspective. Keep your emotions in check. Finding a solution that satisfies everyone requires a mix of creativity and clarity. There are typically 5 conflict resolution styles. Avoidance, accommodation, competition, mutual problem solving and compromise.

Avoidance – ignoring or sidestepping the problem. This style encourages a lose-lose outcome, nobody’s needs are addressed.

Accommodation – accommodating the needs of others. This style results in a win-lose outcome whereby the party who accommodates loses by choice.

Competition – one party attempts to dominate the other. This style has a win-lose outcome. The party who loses will over time build up resentment.

Mutual problem solving – both parties acknowledge the conflict and develop a solution to the conflict together. This style has a win-win outcome.

Compromise – each party will satisfy some needs. This style could have a lose-lose, win-lose or win-win outcome. Perceived as a “fair” outcome although no one is particularly happy with it.

As the person trying to resolve the conflict, you should be flexible enough to use all these styles depending on the nature of the conflict, and not adopt a one style suits all. When viewed in this way, styles become strategies: tools to steer the parties involved toward the best outcome.

The Restaurant industry is ever changing and will always have its challenges. So ……

“If you can’t handle the heat in the kitchen, then get out.”

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I recently read an article about a teenager who died after eating a dish containing an ingredient that he was allergic to after informing the waiter about his allergy. This has, rightfully so, ignited a conversation that food businesses should provide allergen information in writing on their menu’s.

This made me think about how little I consider what goes into my meals. I read the general description placed on the menu, but these are usually a very short description designed to make me want to order the meal rather than what the meal contains especially with regards to allergens. For me this is not a huge problem as I am not allergic to anything but it also made me realize that people who don’t have allergies don’t pay much attention to this.

This highlighted the importance of training for me again. Do we include this much detail when training the front of house on new menu items or specials? If you had to test a waiter on the ingredients (detailed ingredient list) of any menu item right now, how would they fare? I would wager, not good enough as they are more focused on the sales pitch.

Most managers, about 90 % start their careers at entry level positions and work their way up to being managers. Although they acquire experience through their years of service, less than 1 % have a formal qualification in hospitality management. They are responsible for customer service, sales and finances, marketing, public relations, employee relationships, training, and the health and safety of employees and customers. They also have to stay up to date with industry regulations and laws in order to avoid penalties and legal trouble.

Considering the above restaurants should continuously invest in improving their managers skills. Managers have a key role in the success of any restaurant and their development should be a non negotiable. Technical training will help managers understand best practices, reducing inefficiencies and improve productivity and the quality of customer service. Soft skills will help managers communicate better, avoiding misunderstandings and conflict.

Trained managers will understand how to build a positive work environment and foster employee growth. They will recognize the need for employee training and development. Preparing employees to answer questions regarding ingredients, allergens and food parings will improve their ability to create a better dining experience for the customer.

The hospitality industry is changing faster than ever before and employees need to keep up. For restaurants to keep up and succeed, it is important for employees to continuously learn and develop.

Opening and closing your restaurant properly is essential in running an organized and successful restaurant. Starting the day off right can make all the difference, ensuring the day goes as smoothly and efficiently as possible.

Opening correctly will define how the operations of the rest of the day will go. Before the doors are opened the restaurant must be set up to standard, all equipment checked to ensure that they are working and any identified issues dealt with. Staff must be briefed, areas of responsibilities assigned and a visual check done to ensure that they are ready to go.

The best way to ensure this happens consistently is to have a daily opening checklist. This document will list all the important tasks that need to be completed before the restaurant doors open and will contribute to improved efficiencies. This list will make it faster and easier for you to open the restaurant.

Depending on the size of your restaurant, there can be multiple checklists: front of house, kitchen, bar, and the managers checklist. Ideally each of these checklist must be assigned to a staff member to complete before the restaurant opens for the day. Assigning responsibility will increase staff accountability for finishing tasks and will help identify shortcomings when tasks are not being completed properly.

Having checklists in place will increase efficiency in operations and reduce mistakes. Up to a third of profits are lost annually due to inefficient operations. Checklists will ensure that tasks are not forgotten during busy periods and left for the next shift to complete. Staff will know what to look for and easily identify potential issues so that they can be dealt with before the opening of the restaurant.

Reducing the risk of a bad day with multiple problems and customer complaints will go a long way in improving employee morale. And as discussed previously, happy employees will treat your customers better.

It is accepted that working in the hospitality industry, you will experience slow and then exceptionally busy periods. Often within a short period of time. These busy periods can be very stressful even if you love what you do. You can’t avoid the stress but you can take steps to manage it.

So, the next time you are experiencing your evening rush and you feel things are spiraling out of control. Try the following:

1. Pause and take a breath

   1. Take a deep breath, or a couple. This will help relax your body. This pause will create a bit of space between you and the stressful situation giving you the opportunity to respond intentionally and not emotionally.

2. Take control

   1. If you think that there is nothing that you can do, your stress will increase. The feeling of loosing control is one of the main causes of stress.

   2. Accept that there are things that you cannot change and then focus on what you can control.

   3. When feeling that everything is happening all at once, you have to prioritize.

3. Think positively

   1. A positive attitude will keep you feeling good even when things are not so great.

Once your evening rush is over, sit down and reflect. Write down what caused the most stress and how you responded to it. Is there anything you could have done better? What did you learn from your responses? You may realize that some of the stress can be avoided by being better prepared.

Taking better care of yourself can also help you deal better with these stressful situations. Eating a balanced diet can provide your body with the required nutrients it needs to control stress. You’ll be surprised how much better you deal with stressful situations when you have a good morning routine, eat well and have a positive outlook.

We cannot eliminate stress from our lives, but we can learn to manage it better.

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With the season period fast approaching, many of us will be taking on too much too fast, working long hours, dealing with demanding customers and the inevitable staff shortages, causing us to feel overwhelmed and stressed.

This leads to lower levels of resilience where our ability to meet adversity and setbacks is reduced. Resilient managers have the ability to maintain their energy levels under pressure and to cope with disruptions.

Below, I have listed some tips to help stay motivated and increase your resilience during demanding and stressful times.

1. Separate your mental load.

   • Be deliberate about separating your different types of work activities. Constantly switching between tasks decreases your productivity.

   • Create, where possible, dedicated times to deal with each type of work.

2. Take breaks.

   • Step away from your work for a few minutes to reset your energy and attention.

3. Prioritize relationships.

   • Support and caring are one of the main factors in resilience. Connect with people who are understanding. These relationships, that offer love and encouragement will remind us that we are not alone during these difficult times.

4. Look after yourself.

   • Staying healthy and fit will strengthen your body to adapt to stress and reduce anxiety levels. Keep a positive outlook.

   • Having a positive self-image is crucial in managing anxiety and fear.

5. Be flexible in your actions and thoughts.

   • Make realistic plans and carry them out.

   • Be proactive rather than reactive.

6. Stay objective and positive.

   • Having a positive mindset will impact how you deal with, feel about, and react to problems.

   • See the big picture. Positive people are better able to see the bigger picture.

   • Manage your feelings, make decisions without being impulsive or emotional.

7. Create your purpose.

   • Create clear targets and goals to work towards and celebrate success.

8. Humour.

   • Laughter may have healing powers when used appropriately.

By successfully adapting to difficult or challenging disruptions we will become stronger and more capable.

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As managers we must recognize the effect of these circumstances, and changes happening within the organization, on our employees. Failing to take note will lead to lower levels of production and higher levels of absence. Below a couple of things that you can work into your daily routine to improve the employee - employer relationship.

Communication

Engaging with your employees is something that you should be doing constantly and consistently. Effective communication will provide clarity and create a feeling of transparency. Adopting a policy of information sharing will ensure that everyone is working towards the same goal. Remembering that you are working with different internal audiences and should tailor your communication style to each accordingly.

Motivation

Motivating your employees to keep production high when they feel de-motivated can be challenging. Motivating others is one of the biggest challenges of management. If you are not motivated to do your job, you certainly will not be able to motivate others. Being positive and self-motivated are important traits in managers. Working hard on these aspects of your development are crucial.

There are two types of motivation - I do this because I have to; I do this because I want to. Usually people are motivated by a combination of these two types. Keeping this in mind, set challenging but achievable goals. Break the larger goal into smaller steps so ensuring that your employees remain focused and motivated. Don’t forget to celebrate small victories.

Coaching

These days most management positions require you to be a manager and a coach. It is important to understand the different roles. As a manager your main focus is to ensure work is completed efficiently and to company standards. As a coach you are focused on developing individual employees to reach their full potential.

By coaching your employees, you can help them improve their skills; build trust and mutual respect. Ask questions that will help your employees see their situation and responsibilities differently. Success as a manager is about empowering others, developing employees and building trust for ongoing success.

Empathy

The ability to recognize emotions in others and to use it to support them through challenging situations. Developing this skill will help build trust between management and employees, improving honesty and openness. Be sensitive to your employees circumstances and show that you care about their feedback and how it impacts them.

We all need somebody to look up to in difficult times, be that person for your team.

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Research has shown that the most effective teams are those in which there are regular feedback conversations. Sharing information on what can and needs to improve helps things get done in less time.

Other benefits of feedback conversations are:

• improved team performance.

• can diffuse workplace conflicts before they happen.

• creates a friendly work environment through improved personal relationships.

• can lead to increased employee engagement.

• motivates employees and provides purpose.

• promotes personal and professional growth.

Getting others to accept our feedback can be challenging. Managers that worry about hurting employee’s feelings or reduced productivity usually use “softening the blow” techniques that can end up causing more damage in the long run. These feedback conversations are vitally important to creating a healthy work environment where employees feel valued, connected and capable of doing their best work. They can also hurt people though, lower self esteem or make employees feel under-appreciated. It must therefore be done correctly.

These conversations can be positive feedback, progress, or constructive feedback conversations. If you want to give effective feedback, you should be supportive, encouraging, and specific.

Positive feedback conversation is when an employee has done more than expected. This reinforces good behavior through acknowledgement.

The work progress conversation will help you stay informed about the progress of a project.

In constructive feedback conversations it is important to not blame or judge the employee. Introduce the issue and provide the employee time to understand your feedback. Focus on fixing the issue and not on punishing the employee. Encourage dialogue in this process so that they can be part of the problem solving process, taking into account the employee’s point of view. Plan this meeting properly keeping the big picture in mind.

It is important to make sure that your employees understand how they’re doing regularly. Checking in regularly will show that you care about their well-being and want to help them succeed.

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So you have hired that fantastic new employee. Hopefully, placing an advertisement, going through the interview process and selecting the most suitable candidate and not just hiring the first person to come trough the front door. Your onboarding program starts…….

Your new hire arrives at the front door and is introduced to their “go to” person by the manager. Your “go to” person will introduce the new hire to their environment, colleagues, and daily routines and also answering any questions that they may have. Remembering that even the most experienced person will be nervous on their first day at a new company.

Appointing this “go to” person is a very important decision and unfortunately, usually, it is not given the required consideration. All to often the manager will make a decision on the spot and assign whomever is on shift. This “go to” is not briefed and has not had an opportunity to prepare. This is a recipe for disaster as so much information is not transferred because of the ensuing chaos, leaving the new hire confused and sinking in the deep end.

To avoid this and ensure that the new hire’s first day is a success, the following should be considered when appointing the “go to”:

1. A positive, enthusiastic, and friendly person that will make the new hire feel welcome and part of the team.

2. An experienced person that is knowledgeable about the company, able to answer questions and explain the company’s culture.

3. A good communicator who is respectful, observant and patient. Somebody that can speak in a language that is easily understood and be able to explain ideas clearly using plain language.

In conclusion, this person should be a champion for the company, briefed and prepared in order to deliver a meaningful first day experience for the new hire, assisting in setting the tone for an engaged employee.

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Last week I wrote about how happy employees treat your customers better. This “happiness” is largely determined by the manager.

There are no quick fixes when it comes to human relationships. You can’t build employee engagement in one day. It is thus critically important to set the correct tone to the employment relationship right from the start.

Having a comprehensive onboarding program can be a powerful way to improve employee engagement. The onboarding program should introduce the new employee to the vision, mission, values, and culture of the company. This will help the new employee understand how they fit in to the business.

During orientation the systems, structure and processes of the company must be explained. The new employee should be introduced to their fellow employees and a go-to person assigned for questions. Providing opportunities for socializing with fellow employees will also help them integrate faster.

Setting clear expectations around performance, attendance, and the specific requirements of their position is vital at the beginning of the employment relationship. Following this up with regular feedback sessions will help them succeed. Consistent communication between managers and employees will assist in developing engaged employees.

For managers to succeed in this responsibility, they need to be equipped to have ongoing coaching conversations with employees. Unfortunately, most managers don’t know how to make frequent conversations count. The soft skills required by a manager to make theses conversations count include: emotional intelligence, active listening, positivity, motivational, goal setting, organizational, accountability, problem solving, and providing feedback.

Improving these skills will help managers boost team morale, increase productivity, and reaching company goals. They will be able to navigate through conflict and difficult satiations with tact an sensitivity and ultimately create an environment in which people want to contribute and be part of.

The way you treat your employees and the way they treat each other can positively affect their actions or place your business at risk.

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As I was having my first cup of coffee this morning, I found myself wondering why I had chosen this restaurant. It felt flat, there was no energy and the waitering staff were not particularly friendly. There are after all many restaurants to choose from.

The employees were not doing anything wrong, lining tables up, sweeping the floor, all important tasks in their own right but they were also not doing much of anything. They were doing the bare minimum to not get into trouble. Most people would not see a problem with this. The employees are doing what is required of them, are they not?

If being an average restaurant is your goal, then this is probably true. But in order for your business to thrive, you need a bit more than that. Each employee must understand the role they play, and they must buy into this. You need your employees to be dedicated.

Determining the level of employee engagement in your restaurant is a critical part of achieving this. How do your employees feel emotionally about your restaurant and how committed to it are they? Engaged employees will go above and beyond to take care of your customers.

Do your employees feel that they are valued by the restaurant? Do they feel respected, part of the team? What is their relationship with the owner / manager like? How do they feel about the restaurant in general? Do they feel that they are being treated fairly?

Improving employee engagement is a very important part of every manager’s role. Providing growth opportunities, acknowledging hard work and promoting a good work - life balance is a good start in building the bond of trust which is essential to the employment relationship.

Engaged employees are more loyal, make fewer mistakes, have higher retention rates and are more productive. Happy employees will treat your customers better, building relationships that will ensure return business. All of this is better for your bottom line.

Now, go out there and make your restaurant the restaurant of choice.

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