I need to step back and do some explaining before we move on. This system did not happen overnight it took years to develop. Some things I learned myself, some from observation, and some very valuable lessons were learned from the best manager a restaurant owner could ever have.
These strategies do work but not all the time and not on all people. The key is to develop a nucleus of core employees of at least 40% of your staff. You may at times have difficultly creating the vision within your part timers, those especially who may only work 10 to 15 hours a week. But If you have created that core of employees then you are on the way to getting the most out of your hourly employees.
Now the question becomes how to motivate your crew. Money is a big motivator for any employee but you as a business owner know that running a fast food restaurant is somewhat of a zero sum game. There is just so much you can pay an hourly fast food employee and maintain store profitability.
I did a lot of trade outs with other local businesses to start with. The movie theater was a big hit every month I traded sandwiches for movie passes.
When a customer gets service at closing or a little after that is above and beyond what is expected, it is refreshing. That employee would get 2 tickets to the movies. You see I had cameras installed and watched for employees going the extra mile. We worked very hard to constantly coach our employees to create higher expectations.
Although I must admit I didn't like the havoc it created at first, we always worked around special events in the lives of our employees. High School prom is a big one and you can lose a lot of crew for that special night. But even if I had something I wanted to do that night it got put on the back burner and I closed. Not a lot of owners are willing to do that but the benefits are worth it.
Many times important events came up in the life of our employees with very little notice. We moved the schedule around calling in other employees. When they know that you will do the same thing for them in an emergency all the employees cooperate.
Coming up with little prizes, time off even though they may be key to the operation of the store. These are all appreciated if the employees know the sacrifice you are making for them. And please understand the operations of the store are always first. Occasionally for an employee who was doing all that was asked of them I would show up and work the shift or the manager would. They got paid anyway. If I came in at 7:30 and closed the store for the closer it cost me nothing extra to pay the closer. It just was a little sacrifice on my part.
Probably the biggest motivation was the Christmas party. The location was never that expensive but I closed the store after the evening rush and we had contests and gave away over $500.00 of prizes, everyone got a prize.
We would also have a beach party for employees in the summer and the staff that stayed behind and worked got a special treat.
All this is not hard, but it takes a real commitment to your employees and a willingness to sacrifice for those people that can make or break you. Know your employees, take the time to find out about them, their friends and interests.
Expect the very best from people and you will almost always be surprised what you get. Expect the worst and you will get that also. You may think this system is too simplistic to work, or that I am plain nuts but it worked plain and simple. The key is your attitude as a business owner towards people. If you are phony, people can read you like a book. If you care, really care they know that also.
The key to a successful restaurant is to hire the right manager. Easier said than done. I actually hired very few managers, I learned to develop people.
Five years ago when I sold out my restaurants I was burned out, so when I laid out the outline for these articles I thought I barely had enough information for 4 articles. Now the passion is back and the juices are flowing, so expect more on hourly employees. I know I have just whetted your appetite; I will not lay it all out as then I would not have anything to consult on but look for more.
My name is Steve Whitaker, I have been a lifelong entrepreneur owning several businesses in 5 different business categories. It is my desire now to help existing and new entrepreneurs. I mentor or consult on occasion. I live in the Black Hills of South Dakota with my wife Connie. My point of contact is bizlogic@hotmail.com
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