6chapterops Sugo

CHAPTER 6: PERSONNEL
6.0 Introduction
Personnel is a very important area in the operation of your Sugo Restaurant & Tapas franchise. Properly hiring, training, motivating and
managing your staff will greatly enhance your success. Your staff members prepare the food your customers eat, greet your customers and serve them. Your personnel determine whether each customer has positive things to say about your restaurant and whether that customer returns. It is absolutely
essential that every member of your staff works together and that they function as a team.
Maintaining proper staffing levels will allow you to:
Provide appropriate customer service;
Promote a smooth flow in the dining room;
Handle fluctuations in business;
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Maintain a stable work environment;
Enhance the efficient turnover of tables; and
Increase your overall sales and profits.
Staffing is a two-fold issue. You need enough staff to run the restaurant effectively versus keeping labor costs in line. Time and effort in regard to training is paramount to maintaining adequate staff that is effective with operations within the restaurant. Newer establishments have a concern in
that they must overstaff to compensate for the inexperience of the staff.
Your behavior strongly impacts the attitude of your employees. Your enthusiasm is contagious. Equally contagious is any negative attitude you
bring to the workplace. Always stress the positive. Even if you must correct or discipline an employee, do so in a positive manner. Be quicker to point out when someone is doing something right than when he or she is doing something wrong. In pointing out negatives about job performance, discuss the matter privately with the employee. criticized. No one enjoys being publicly
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You must communicate with your employees if you are to be an effective manager. Each member of your staff must clearly understand your expectations. Monitor the work of each employee and provide feedback about his or her job performance. If you explain the reasons why you want a certain procedure followed in a certain manner, the employee will better understand and remember your system.
Do not allow yourself to become friends with your employees; you must maintain a professional distance. You are the employer and your staff the
employees -- you are not equals. Your personnel will be less likely to take their jobs seriously if they view you as their friend rather than as their boss. While you cannot become friends, you can be friendly. Take a genuine
interest in your employees' well being. Strive to create as pleasant a working environment as possible.
A key to effective personnel management is careful hiring.
It is far
easier to hire someone with a good attitude and to train this person to do the job than to hire a highly experienced person with a negative attitude or sloppy work habits.
Conduct evaluations on an annual basis for all employees. If conditions warrant, you may wish to conduct reviews more often. If any of these
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evaluations includes a need for improvement in a particular area on the part of the employee, you must also make clear the time frame for the expected improvement. For improvements in the area of attitude -- for example,
attendance, professionalism, attitude -- you should see an immediate improvement in the behavior of the employee. If the deficiency is in a skill level or product knowledge, it may take longer to correct the problem. If it is a training issue (such as cross training kitchen employees or a position change) you may need to allow six to ten days for improvement. In any case, the
employee must be told specific steps for improvement and a time frame for improvement. These evaluations should be written. A sample Employee
Evaluation Form can be found at the end of this Chapter. Keep copies of all evaluations in the employee's file.
Training is an on-going exercise.
Regularly retrain each employee.
Over time, as performing routine tasks becomes second nature, people have a tendency to make changes. A personalized approach is not inherently bad; after all, you do not want your staff to sound mechanical when dealing with customers. However, you must constantly monitor the consistency of the Each menu item
products and service you are providing your customers.
must be prepared in the proper manner every time. The steps in the service process must be followed with each customer.
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At Sugo Restaurant & Tapas, we expect the highest standards in our employees. We expect all employees to give 100% and to concentrate on the job at hand with high ethical standards. We do not feel that we should have to teach employees these standards; the employee should already possess them. We give our employees all possible respect, and we expect their
respect in return. If an employee cannot meet these expectations, then he or she is not the right person for our team.
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6.1
Staff Positions
In general, your restaurant will have the following staff positions:
Position General Manager/Franchise Owner Greeter Assistant Manager/Floor Leader Servers Bartenders Buspersons Food Runners Expediters/Kitchen Team Leaders Saut Cooks/Line Team Leaders Oven Cook Grille Cook Tapas Cook Tapas Assistant Prep Cook Dishwasher 1 2 to 6 1
Number
Part-Time or Full-Time Full-Time (this position is typically filled by the Franchise Owner) Part-Time Full-Time Part-Time Part-Time Part-Time Part-Time Full-Time/Part-Time Full-Time Full-Time Part-Time Full-Time Part-Time Full-Time Full-Time
15 to 20 3 to 4 4 to 6 4 to 6 1 to 2 1 1 1 1 2 1 to 2 1 to 2
6.2
Labor Costs and Scheduling
A.
The Importance of Proper Scheduling
Improperly scheduling your employees will negatively impact your profits. If you schedule too many employees, your labor costs will be
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too high and your profits will suffer.
Scheduling too few employees
results in inadequate service to your customers, leading to lower repeat business, negative word of mouth advertising and lower profits. Bad
service will also negatively impact other Sugo Restaurant & Tapas Franchise Owners.
On the average, your labor costs (excluding the General Manager/Franchise Owner) should equal about 15 to 20% of sales. As you launch and grow your business, labor costs may be as high as 25%. As your sales increase, your labor cost percentage should shrink.
B.
Sample Schedules
Your scheduling will be based upon many variables.
These
variables include the levels of business at your restaurant, the number of reservations you have booked, the popularity of different types of menu items at your location, the experience of your staff members, the patterns of your restaurant business and other issues.
Especially at the outset of your business, the amount of time you work at the restaurant will greatly impact your labor costs. Every hour you do not work is an hour you have to pay someone else to work.
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These wages are money out of your pocket.
During your first twelve
to eighteen months in business, you must be prepared to work long hours the majority of days your restaurant is open.
The following are sample schedules for different levels of business.
BASED ON A 4,500 SQUARE FOOT RESTAURANT Position High Range

Sales of $8,000 to $10,000 per day
Mid High Range

Mid Range
Low Range
Greeters Buspersons Bartenders Servers Food Runners Expediters/ Kitchen Team Leaders Saut Cook/Line Team Leader Grille Cook Oven Cook Tapas Cooks and Assistants Prep Cooks Dishwashe rs Assistant
2 3 2 10 3 2
2 3 2 8 3 2
1 2 1 6 2 1
1 1 1 4 1 1
1 1 2 2 2 1
1 1 2 2 2 1
1 1 2 1 1 1
0 1 1 1 1 1
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Manager/ Floor Leader
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C.
Adjusting Schedules
Be flexible.
Add more people during busy times and schedule
fewer people during off-hours. Increase or reduce the length of a shift to accommodate the business patterns at your particular restaurant. Hire seasonal employees to accommodate periodic increases in business. You as General Manager and the Assistant Manager/Floor Leader can lengthen your shifts to accommodate anticipated increases in business.
In some cases, your actual levels of business may not meet the anticipated levels. In these circumstances, we recommend you make short-term schedule adjustments. Of course, you should wait until a
reasonable portion of service has taken place. If you find your business is slower than anticipated, first ask for volunteers who wish to go home. If you do not have people willing to leave on a voluntary basis, send your people with less seniority home first. dependable people working. Keep your most skilled,
If any of your hourly staff are close to
going into overtime (more than 40 hours in any one seven-day pay week), consider sending him or her home first. Never leave your
restaurant, however, solely in the hands of a new, inexperienced crew. We cannot stress this enough!
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Dealing with an understaffed restaurant is a more complex problem. First, judge if you are truly understaffed or merely
experiencing a rush that may quickly dissipate. You can make shortterm adjustments; for example, if you are experiencing a rush, shift the Food Runners to assist in serving the guests and assisting the Servers or the Dishwasher to assist the Line Cooks. If you believe you need more people, try to call people in. Again, when deciding whom to call, try to avoid adding persons who may go into overtime. If it is a choice between paying overtime and providing bad service, pay the overtime.
Try to base your staffing levels to coincide with previous sales patterns. Compare same day sales for the previous weeks and months. Allow for seasonal changes in business. Look at other variables, such as holidays, major events at nearby schools, other major local events such as tournaments or art festivals, special sales, etc. The more you learn about the sales patterns of your restaurant, your employees attendance patterns and the goings-on in your area, the better you will become at accurately scheduling your work force.
D.
Scheduling Procedure
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We recommend that you as General Manager/Franchise Owner or the Assistant Manager/Floor Leader complete the employee schedule. The schedule should cover a two-week period and be posted no later than the fifth day prior to its starting date. At the same time, post a Schedule Request Form as well. Employees can use this Form to Try to build a basic
request time off for the next schedule period.
schedule giving your full-time and key part-time staff people the same shifts each week, as much as possible.
Train your staff that it is their responsibility to check the schedule. Warn all employees that the schedule is subject to change by management. We do allow employees to call in to check the schedule. However, warn them to call during non-peak hours.
Employees are expected to work the shifts they are given. It is the employee's responsibility to cover a shift if he/she cannot work. Employees must understand that they will not always get the days off that they request. You should, however, make every effort to meet a good employee's needs. Try to be fair and reasonable. Let your
employees know the more notice they give you for days off, the more likely you will be able to comply with their requests. We encourage our employees to give us at least seven days notice for any foreseeable
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time off needs. Of course, emergencies will happen, and you have to be prepared to deal with them.
Remember, employees are not permitted to change the schedule without the direct permission of the General
Manager/Franchise Owner or Assistant Manager/Floor Leader. Should you discover an employee has changed the schedule without permission, a warning should be issued. second time, termination may be in order. If this infraction occurs a
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6.3
Personnel Policies
These are the general personnel policies recommended by Sugo Franchising, Inc. Employment law is a complex, rapidly changing field. It is your
Regulations and requirements vary greatly from locale to locale.
responsibility to research your state and local employment laws/regulations and to adjust these personnel policies as needed. All Sugo Restaurant &
Tapas Franchise Owners are required to be in compliance with all Federal, state and local rules and regulations at all times.
A.
Employee Classifications
1.
Full-time: Employees who are normally scheduled to work 40 hours or more per week for 90 days or more. An employee's fulltime status may change to part-time, dependent upon recent hours worked.
2. Part-time: Employees who are normally scheduled to work less than 40 hours per week.
B.
General Personnel Policies
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000000001.
Customer Service: Customer satisfaction is our
number one goal. Every customer must be treated with kindness and respect. After all, without customers, we have no jobs.
Ideally, every customer should leave completely happy with his or her visit. Sometimes, this requires overlapping of duties.
Employees need to make sure anything requiring attention is taken care of promptly, whether or not it falls within the employees job duties. Any employee who notices a customer in need of something must take care of it immediately. If the
employee cannot resolve the issue, he or she must notify a manager immediately. Every customer must receive complete,
friendly, accurate service.
2.
Uniforms and Grooming: Sugo Franchising, Inc. requires that all persons working in a Sugo Restaurant & Tapas restaurant follow the companys uniform, grooming and appearance policy as stated in Chapter 4: Image in this Manual.
Employees
must
be
instructed
to
wash
their
hands
whenever necessary, especially upon arrival and after using the restroom, smoking, touching money, cleaning, or touching the mouth or hair. Employees must avoid putting their hands to their
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faces, hair or skin and coughing, sneezing or smoking near food or dishware. Covering one's mouth or face when coughing or
sneezing and then washing the hands is mandatory. Employees must wash their hands after handling raw chicken before handling any other food product to prevent the spread of salmonella.
3.
Procedure if cannot come to work as scheduled: If it is a predictable absence, the employee should give management as much notice as possible, certainly before the schedule for the week in question is posted. automatically granted. Requests for time off are not
For these types of situations, the
employee must secure his or her own replacement, subject to approval by management. In an unforeseeable situation, such as employee illness, accident or death in the family, the employee must notify a member of management as soon as possible and certainly at least no later than the day before. Notice for
unpredictable situations will be dealt with on a case-by-case basis. A doctor's note may be required for absences due to illness lasting more than three days. Being absent without calling in is cause for termination. If personal time off is needed, the employee should
discuss this issue with management.
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4.
Tardiness: Tardy is defined as arriving late for the assigned shift or arriving on time but not ready to work for the assigned shift. Sugo Franchising, Inc. strongly discourages tardiness, because it causes an undue hardship on other employees. tardiness may be cause for disciplinary action, Repeated including
termination.
Employees must not only arrive on time, but they
must be physically and mentally ready to work at the scheduled time. If tardiness is unavoidable due to circumstances beyond the employees control, he or she should call and notify the manager on duty, including the nature of the problem causing the delay and an estimate of the employees arrival time.
The first and second time an employee is tardy, he or she should be verbally warned and is assigned the late closing duties. He or she should also receive the most extensive side work. After three consecutive tardies, the employee should be confronted face to face by management.
5.
Communication: We believe in an open communication policy. Employees must be encouraged to discuss suggestions or problems with management without fear of reprisal or ridicule. Give all suggestions careful consideration. Even though it may
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not work in its original form, a suggestion may be the beginning of an important improvement. Employees must also be trained to inform management about business needs, such as an inventory shortage, equipment problem, etc. The evening shift must be
trained to leave notes for the day Manager regarding change needs, product needs, prep needs, etc. These notes should be left in the designated place.
In order to foster an atmosphere of open communication, we recommend you hold regular staff meetings. Provide all
employees with your after-hours telephone number(s) as well as those of all managers.
All employees must treat their fellow employees with courtesy and respect. New employees should be made to feel
welcome. Consideration and patience should be extended to new employees as they are becoming familiar with restaurant
procedures. Verbal or physical abuse or harassment of any kind is not tolerated.
6.
Food Portioning: Food portioning is very important.
All
employees must be thoroughly trained in proper food portioning.
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They must understand that serving the exact portion of each item is critical to keeping sales high and food costs at their proper levels.
7.
Check Cashing: We recommend that you do not cash your employees personal and paychecks. Do not be too liberal in
giving advances on wages unless it is a long-standing employee experiencing an emergency situation or extraordinary
circumstances exist.
8.
Payroll: We recommend you issue payroll on a weekly or semimonthly basis. It can adversely impact your ability to attract
employees if you issue payroll less frequently. The recommended pay period is Monday through Saturday. Issue paychecks the following Thursday. Employees must pick up their paychecks in person or give the person picking up a paycheck written permission to do so. Any employees who resign without giving two weeks advance notice are subject to having their final paycheck paid at minimum wage. We recommend that you contract with a reputable payroll service to take care of employee payroll. We have had success using PayChex.
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9.
Vacations, Sick Pay and Holiday Pay: You are free to set your own policy regarding sick leave and vacations. We recommend you give fulltime employees one week unpaid vacation after one year of continuous employment and two weeks unpaid vacation after two years of continuous employment. The employee is allowed to use the vacation leave in the calendar year following its accrual. Employees must request to take their vacation time at least four weeks in advance. Requests should be given priority according to the order in which they are received. If two requests are received simultaneously, we recommend you give priority based on seniority. We recommend you black out any peak times, prohibiting
employees from requesting vacation leave during this period. Vacation leave may not be saved from one year to the next.
We do not recommend that you give your employees paid sick leave or paid holiday leave.
10.
Drug and Alcohol Use: The use of mind-altering drugs or alcohol on the job or on the premises or coming to work under the influence of drugs or alcohol is not tolerated and cause for immediate termination. Possession, use, sale, distribution,
dispensing, transfer or purchase of illegal drugs on premises is cause for immediate termination. Distribution of alcohol to a
minor is cause for immediate termination. It is the policy of Sugo
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Restaurant & Tapas to maintain a drug-free environment.
This
policy also includes using the telephones or premises to arrange for the purchase, transfer or selling of drugs. The employee must inform the General Manager/Franchise Owner if he or she is taking a prescription drug or over-the-counter drug that may impact his or her job performance.
11.
Promotion: Employee reviews are performed semi-annually. Special reviews will be performed as needed. It is recommended that you attempt to promote employees from within, as long as the candidate is capable of and willing to take on more responsibility.
12.
Meals: All employees are allowed to purchase menu items at a 50% discount. All employee meals are to be eaten on a timely basis (for example, arrive early or wait until after the shift). All employee meals require manager approval before ordering. If the employee is late for his or her shift, menu items are charged at full price. Shift meals are not to be taken to-go.
Employees who are dining in the restaurant when not working are charged full price for their meals. If the employee is
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accompanied by immediate family members, this rule still applies. However, you may want to offer a complimentary dessert or drinks. Immediate family members include mother, father,
sisters, brothers, spouse, significant other or children. This policy is limited to the employee plus up to five immediate family members. Employees are requested to not eat at the restaurant on Friday and Saturday evenings between 6:00 and 9:00 p.m.
Employees are asked to remember that even while guests at the restaurant, they must behave professionally and may not drink excessively. 13. Employee Dating: It is recommended that you discourage employees from dating. A problem in a personal relationship can be carried over into the workplace. If you have two employees who are married or dating, schedule them to work separate shifts. It is far harder to detect theft if more than one person is involved. Further, if you hire siblings or family members, we recommend you schedule them for different shifts.
14.
Breaks: Employees are entitled to breaks after working at least four hours (or per your local regulations). Management will
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schedule the appropriate breaks and alert the employees of that day's break schedule.
15.
Worker's Compensation Insurance: You must carry Worker's Compensation Insurance for all employees, according to the laws of your state. If an employee is injured on the job and is disabled for more than one week, the employee receives weekly
compensation payments.
Any injury while at work, no matter how minor, and any occupational disease must immediately be reported to the General Manager/Franchise Owner in writing. The employee may lose the right to receive compensation if such report is not made within 24 hours. Your Worker's Comp insurance provider will supply forms for reporting accidents.
16.
Employee Health and Safety: You must make every effort to provide working conditions that are healthy and safe, and employees are expected to be equally conscientious about workplace safety, including proper work methods, reporting potential hazards and abating known hazards. Unsafe work
conditions in any area should be reported immediately to the management. Supervisors must inform their subordinates of all
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hazardous chemicals with which they may come in contact. Sugo Franchising, Inc.s safety policies or practices must be strictly enforced, including possible termination of employees found to be willfully negligent in the safe performance of their jobs.
If an employee is injured in connection with employment, regardless of the severity of the injury, the employee must immediately notify the supervisor, who will see to necessary medical attention and complete the required reports. Should an injury prevent an employee from returning to work for more than one week, you should notify the employee of employment benefits under this condition.
17.
General Safety Rules: The following general safety rules apply in all workstations:
a.
No employee will be assigned to work under unsafe conditions or with unsafe tools or equipment. In the event that such a condition develops, it must be immediately reported to the supervisor who will determine and initiate corrective action.
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b.
Employees should pay strict attention to their work. Practical joking and horseplay are not tolerated.
c.
Warning signs and signals that are posted to point out dangerous conditions are to be obeyed by all employees.
d.
Employees will not take shortcuts in, or over, dangerous places.
e.
Because of the hazard inherent in running, employees should refrain from running unless it is absolutely necessary to job performance.
f.
Employees must use safety equipment appropriate to the job, such as lift belts or close-toed shoes.
g.
Employees must not wear loose clothing or jewelry while working.
h.
All accidents, regardless of the severity, personal or vehicular, are to be reported immediately to management.
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i.
In all work situations, safeguards as required by state and federal safety regulations must be provided.
j.
Employees
must
always
follow
the
manufacturer's
specifications for use, cleaning and maintenance of each piece of equipment.
18.
Accidents: The following are some common accidents and their causes. Each employee and manager should survey all work areas frequently to eliminate these and any other unsafe conditions:
a.
Falls: slippery surfaces, uneven missing railings on steps or landings.
walkways, broken
or
b.
Strains: improper lifting techniques.
c.
Falling or moving objects: improper storage of equipment or inventory.
d.
Striking dangerous objects: drawers left open and improper disposal or storage of equipment.
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e.
Electrical shock: worn out equipment, plugs, cords or ungrounded equipment.
f.
Chemical injury: improper knowledge of safety procedures or not using protective equipment.
g.
Cuts: failure to use equipment properly or putting sharp objects in sink.
Accidents
involving
customers
must
be
reported
to
management immediately and a written record of all details completed immediately. To avoid liability, do not administer any type of medical treatment.
19.
Standards of Conduct: We need to have certain reasonable policies and rules for the conduct of our business. Our most
important rule is the "rule of reason". There are a few basic rules that should not be violated under any circumstances. Violations of any of the following basic rules can result in immediate termination:
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Insubordination: All personnel have duties to perform, and everyone, including supervisors, must follow direction. Employees are not permitted to refuse to follow the directions of their supervisors, unless those instructions are unlawful or unethical.
Courtesy:
Courtesy is the responsibility of every employee.
Everyone must be courteous, polite and friendly, both to customers and to each other. Disrespect, profanity and language or behavior that damages the image or reputation of Sugo Restaurant & Tapas is not tolerated.
Poor Performance: All employees are expected to make every effort to learn their jobs and perform at a satisfactory level. Employees who fail to maintain a satisfactory performance level are subject to termination.
Theft: All purses, briefcases, packages or any other containers are subject to inspection. Any employee guilty of taking money from the register, giving away food to friends or delivery people or in possession of company property or equipment without
authorization is subject to immediate dismissal and prosecution.
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Fighting, Threats and Weapons: You cannot allow fighting, threatening words or conduct or the possession of weapons on your premises. Such actions may also lead to prosecution.
Employees may carry a pocketknife with a blade no longer than three inches.
Damage to Property: You have made a tremendous investment in your restaurant and equipment. Deliberate or careless damage to this property cannot be tolerated.
Sleeping: All employees must remain fully alert while on the job to enhance the safety of all personnel and to best serve your customers. Sleeping or inattention to the job cannot be tolerated.
Harassment:
All forms of harassment are strictly prohibited.
The term "harassment" includes, but is not limited to, slurs, jokes and other verbal, graphic or physical comments relating to race, gender, religion, national origin, citizenship, age or handicap. Harassment also includes sexual advances, requests for sexual favors, unwelcome or offensive comments or touching, and other verbal, graphic or physical conduct of a sexual nature. VIOLATION
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OF THIS POLICY WILL LEAD TO DISCIPLINARY ACTION, UP TO AND INCLUDING IMMEDIATE DISCHARGE.
Employees should be told that if they feel they have been harassed in any way by another employee or a vendor, they should notify the Franchise Owner immediately. The matter must be thoroughly investigated, and, where appropriate, disciplinary action taken. Employees reporting harassment must not be
penalized in any way. Employees must also know that it is their responsibility to bring their complaints and concerns to
management's attention.
Absenteeism and Tardiness: It is difficult for you to properly serve your customers if your employees do not report for work as scheduled. Absenteeism and tardiness also create an
unnecessary burden on fellow employees and are not tolerated. Leaving early without management's permission is also
prohibited.
Fraud, Dishonesty and False Statements: No employee or applicant should ever falsify any application, medical records,
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invoice, paperwork, time sheet, timecard or any other document. Such violations may be cause for immediate dismissal.
Unlawful Activity: Employees are not permitted to engage in any kind of unlawful activity either on your premises or while off the job. This rule includes the use of company property in
violation of any federal, state or local law.
Parking: All employees should park in the designated areas only. The closer parking spaces must be left for customer use.
Limiting Personal Affairs: While at work, employees need to limit personal affairs (for example, personal telephone calls, friends visiting, etc.). Employees may receive or place personal calls on a limited basis. No calls are allowed during the following hours: 5 to 10 p.m. during operation unless it is an emergency.
20.
Restaurant Cleanliness: All employees are responsible for helping to keep your restaurant clean at all times. They must
keep their work areas and equipment clean as they work. They must collectively keep the entire facility clean. Implementing a "clean as you go" policy means the restaurant never gets dirty.
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Continual problems with cleaning could be grounds for discipline or dismissal.
21.
Telephone Use: Your telephones should be reserved for business calls. Employees may not receive personal telephone calls while on duty unless it is an emergency. Employees should not place outgoing telephone calls without a Manager's permission. Such calls must be limited to off-peak times and two minutes in duration. working. Employees must turn off their cellular phones while
22.
Radios/TVs, etc.: Personal radios, CD players, television sets, cellular telephones and other similar equipment are not permitted at work. A radio may be played in the kitchen but at a reasonable volume that does not interfere with effective communication and that does not bleed into the customer areas. Management may make exceptions for special programs. An employee's
entertainment should not interfere with his or her work nor with the customer's dining experience. and television(s) must be The locations sound system tuned to the designated
music/programming.
The entertainment programs played must
meet the tastes of the restaurants customers, not its employees.
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23.
Solicitation: Solicitation and/or distribution of literature by nonemployees on premises are prohibited. Solicitation by an
employee of customers or co-workers on your premises on behalf of the employee or any individual, organization or club and the distribution of pamphlets or other materials is similarly prohibited.
24.
Tampering: Tampering with or tainting any product served by Sugo Restaurant & Tapas or with any company equipment is cause for immediate termination.
25.
Smoking/Chewing: Smoking and chewing of tobacco or gum by employees is allowed only in the designated employee smoking area and only during approved breaks.
26.
Overages and Shortages: Both shortages and overages are bad. Shortages should be no more than $2 to $3. Try to research the reason for a shortage or overage. If the employee has been assigned responsibility for cash, you may wish to implement a policy that the employee is responsible for making up any shortage. Any overage goes to the restaurant. Employees are
expected to be honest if they are overpaid and discuss the issue
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with management.
If the employee does not do so, it may be
cause for immediate termination. Shortages must also be brought to managements attention.
27.
Cooperation: At Sugo Restaurant & Tapas, teamwork is not merely a catchphrase, but a philosophy. Teamwork is essential to maintain customer satisfaction. At Sugo Restaurant & Tapas, the phrase "It's not my job," is not tolerated. Each employee is
responsible for assisting co-workers as much as possible and enhancing the smooth operation of the restaurant.
28.
Attitude:
Everyone who works at a Sugo Restaurant & Tapas
restaurant is expected to leave his or her personal problems at the door. All personnel are required to concentrate on their jobs while at work.
29.
Time Records: All employees are required to clock in upon beginning of their shifts and to clock out upon conclusion of their shifts. Hourly employees should also clock in and out for breaks. If the employee clocks in or out in error, he/she must alert the Manager on duty, who will manually correct the employee's time record. Clocking in or out for a fellow employee is cause for
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immediate termination.
The Manager on duty must review all
time records for that shift's employees at the end of the shift.
30.
Pleasurable Experience: We hope that each employee has a pleasurable experience working at Sugo Restaurant & Tapas. We are glad and proud to have our employees, and we hope each employee feels the same. If at any time an employee has a
problem, he or she should feel free to talk to management to work it out.
31.
Orientation Period: New employees are subject to a seven-day orientation period. This period is used to evaluate the employees work habits and attitude. New employees are subject to dismissal at any time during this period without notice or cause.
32.
Serving Alcoholic Beverages: All employees serving alcoholic beverages are expected to meet state and local requirements in this area. All customers ordering alcohol must show proof of age. Employees are required to ask to see this proof of age. Customers who are obviously intoxicated should not be served alcohol. If this policy causes a problem with a customer, the Manager should be notified immediately. All employees involved with the serving of
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alcohol must obtain an alcohol permit. This permit must be worn while working.
6.4
Recruiting New Employees
We strongly recommend that whenever possible, you promote from within. This policy works if the employee is willing and able to take on a more responsible position. It is also important that you hire the most qualified
applicant for the position. Therefore, you will find it necessary, from time to time, to recruit from outside your existing crew.
There are a number of ways you can recruit for new employees. These methods include: spreading the word through your existing staff and business associates; displaying a "Help Wanted" sign in your restaurant; running an ad in the classified section of your local newspaper or weekly newspaper; the placement offices of local high schools, colleges or technical schools; interviewing walk-in applicants; referrals from existing employees;
employment agencies; posting signs on bulletin boards in strategic locations such as grocery stores, health clubs, etc.; and distributing flyers. As
mentioned previously, we also strongly recommend promoting from within, as long as the current employee is qualified for the new position.
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Please use care when running help wanted ads in your local newspaper. If there is a well-read community newspaper in your area, you may wish to consider running your help wanted ads in these publications as opposed to a major daily newspaper. Depending upon the employment situation in your
area, running ads in the major daily newspaper may create an overwhelming response. You may also get a more highly skilled group of applicants from an alternative publication.
6.5
Interviewing and Hiring Techniques
Schedule interviews during off-hours. You cannot devote the time and attention needed if your restaurant is busy. There are a number of issues that cannot be legally addressed, including: religion, race, sex, national origin and age (unless a minor or serving alcohol). There are also issues of disqualifying a prospective employee based upon prior criminal convictions, disabilities and other issues. We strongly recommend you contact your attorney to review local and state regulations regarding proper interviewing and hiring
techniques. This area is emerging as an area of litigation. The application of federal laws is changing as case law develops. increasingly regulatory in this area as well. States are becoming
June 1, 2005
Each applicant must complete an Employment Application (see the sample at the end of this Chapter). During the interview, note the applicant's overall appearance, ability to communicate clearly, friendliness and general attitude. Try to gauge the impact the applicant will have on your customers. Look for inconsistencies in employment dates. The applicant may have
eliminated jobs from which he/she was fired. If you notice an inconsistency, ask the applicant to explain it.
Set a friendly atmosphere for the interview. Try to put the applicant at ease, and encourage applicants to talk about themselves. Ask the applicant to elaborate on various points. Be careful to observe the applicant's manner and body language throughout the interview. Take note if he or she avoids
making eye contact. Not all people interview well. Some applicants who are excellent in the interview may turn out to be disappointing employees. And, some people who are not impressive in interviews may turn out to be your best workers. For this reason, it is important to do everything possible to put each applicant at his or her ease.
Clearly outline the job responsibilities and pay scale. Be certain to point out the negatives (on their feet for the entire shift, long hours, tight working quarters) as well as the positives. Ask how the applicant feels about these negatives. Also talk about the teamwork aspect of the position. Review all the
June 1, 2005
information on the application with the prospect.
In this manner, you can
better catch inconsistencies. Note questions that make the applicant evasive or nervous. However, be careful not to make notes on the
Employment Application itself.
You should, of course, ask for references. We recommend you get at least three references, both professional and personal. references carefully. Check these
Be wary if the applicant gives you references only for When
jobs in the distant past rather than from more recent employers.
checking references, be aware that some former employers have been sued for giving bad references. Because of these court cases, many companies will not discuss former employees or will not give any negatives about a former employee.
Once you have completed your first round of interviews, verified the applications and checked references, you can narrow down the applicants to the finalists. We recommend you limit the finalists to no more than three. Schedule second interviews for each finalist, if time permits. If employment is tight in your area, you may need to make your decision based upon one round of interviews. Once your final decision has been made, make sure you have secured your first choice before you contact the other finalists to let them know the position is filled.
June 1, 2005
Once you have granted the job to the applicant, make him or her feel welcome. Set up the time for the employee to train. Discuss the pay, hours and duties. Clarify the dress code. Explain that you will give the employee his or her uniform at training and the employee is responsible for paying for this uniform. Give the employee the New Employee Packet, including:
A W-4 form*;
The Employee Handbook*;
I-9 form*; and
Copy of any required state, county or city forms*.
* Employee must complete and return form or sign receipt for form.
6.6
Training
Ideally, the General Manager/Franchise Owner or designated trainer should train all new employees. The trainer must work closely with the new employee to monitor his or her progress. The first step in training is to explain
June 1, 2005
to the employee what you want done, how to do it and why it is done in this manner. Clear communication is a key here. The employee must understand fully each task as well as the consequences for the operation as a whole if the task is done improperly. Next, demonstrate the procedure for the employee. Watch the employee's reactions to see if he or she is grasping the method. Observe the employee doing the task. Ask the employee to explain back to you the name of the task, the steps in performing the task and why it is important to follow the steps as laid out. Then let the employee practice the task.
Observe and evaluate the employee's performance, always stressing the positives. For example: "Your greeting the customer was great. You
smiled and made eye contact. Now, let's review that question about our pizzas ".
Once the employee seems to fully grasp the particular task, move on to another, using the same training process. Periodically return to previous tasks to be certain that the employee has retained the training. As training
progresses, regularly observe the employee, provide guidance and retrain as necessary. Provide on-going feedback so the employee knows when he or she is on the right track. Give praise when due.
June 1, 2005
Remember, training is an on-going process. You must regularly observe each employee, even your long-term employees. Provide feedback first on those areas in which the employee excels. Then go over areas in which the employee needs to improve. Train and retrain.
All kitchen employees must be cross-trained. When hiring kitchen employees, one person may have more experience in a certain area. You can start the new employee out in that position, but he or she will be trained and expected to know all positions in the kitchen.
Please note that the Franchisor will provide you with Training Manuals for each staff position.
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6.7
The General Manager/Franchise Owner
As Franchise Owner, you will be acting as your own General Manager. The General Manager/Franchise Owner is responsible for all aspects of operating a Sugo Restaurant & Tapas location. These areas of responsibility include:
1.
Being thoroughly familiar with all systems and procedures;
2.
Following all customer service guidelines;
3.
Establishing and maintaining financials and percentage ratios of restaurant. Knowing percentages and numbers and
understanding what they mean;
4.
Reducing the legal liability of the restaurant;
5.
Resolving customer complaints;
6.
Upholding the image of Sugo Restaurant & Tapas at all times;
7.
Overseeing the opening and closing of the restaurant;
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8.
Overseeing all operations of the restaurant;
9.
Programming and closing out the POS system;
10.
Performing bookkeeping for the business;
11.
Maintaining proper change reserves;
12.
Determining proper prep levels;
13.
Properly rotating all stock;
14.
Ensuring proper holding and storage of all food items;
15.
Cleaning and maintaining equipment as outlined in the specific Operations Manual for the equipment item;
16.
Double checking that all cooking equipment is turned off and the restaurant is secure before closing;
June 1, 2005
17.
Cooperating with all other staff members to make the facility function as smoothly as possible;
18.
Placing product orders with suppliers;
19.
Checking in and storing product orders and making payments;
20.
Evaluating shift needs and scheduling staff;
21.
Delegating responsibilities and making sure delegated tasks were accomplished;
22.
Making deposits and conducting other banking business;
23.
Communicating with management;
24.
Covering all shifts for personnel shortages;
25.
Managing the human resources and equipment of the restaurant to achieve the levels of profitability, quality and performance as established by Sugo Franchising, Inc.;
June 1, 2005
26.
Ensuring that each and every customer receives exceptional service and leaves satisfied;
27.
Checking that all areas of the facility were properly cleaned by the previous shift and assigning staff to perform any cleaning duties;
28.
Checking the temperatures of all cooking and cooling equipment;
29.
Checking that all staff members arrive on time, in the proper uniform, properly groomed and ready to work;
30.
Issuing invoices, collecting payments and posting payments for catering jobs;
31.
Building catering sales;
32.
Supervising all staff in the performance of their opening, closing and on-going duties;
33.
Monitoring sales in order to assign personnel to the correct job station during peak periods;
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34.
Correcting any employees doing tasks improperly;
35.
Maintaining restaurant appearance;
36.
Monitoring food appearance;
37.
Monitoring and controlling the amounts of food, labor, paper products and supplies used;
38.
Placing service calls when necessary;
39.
Monitoring on an on-going basis potential hazards and restaurant safety and security procedures;
40.
Conducting inventories;
41.
Being aware of what the competition is doing;
42.
Maintaining proper prep procedures;
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43.
Ensuring that all operations and employment matters are in compliance regulations; with local, state and federal laws and safety
44.
Monitoring controls for cash management;
45.
Completing all necessary paperwork;
46.
Maintaining quality of products sold;
47.
Promoting sales and profitability;
48.
Setting an example with an enthusiastic attitude;
49.
Ensuring high levels of customer satisfaction and repeat business;
50.
Preparing payroll for payroll company;
51.
Preparing and making all tax filings;
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52.
Recruiting, hiring, training and monitoring the progress of all personnel and maintaining files on all personnel, both hired and not hired;
53.
Scheduling maintenance at proper intervals;
54.
Planning projected needs for the next day's and future sales;
55.
Reviewing, approving and paying all invoices;
56.
Conducting all accounts receivable duties;
57.
Conducting meetings, evaluations and reviews;
58.
Implementing all advertising, promotions and public relations campaigns;
59.
Doing short and long term planning for the restaurant;
60.
Maintaining restaurants insurance coverage;
61.
Implementing community relations programs; and
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62.
Interfacing with the Franchisor.
6.8
Bartender
Title: Reports to:
BARTENDER Restaurant Manager
Summary of Position: Provide timely, accurate and friendly service while preparing the highest quality beverages for our guests.
A.
Hiring Criteria
Your Bartender should meet the following criteria:
Be 21 years of age.
Be able to communicate and understand the predominant language(s) of our guests.
Have working knowledge of beer wine and liquor and common drink recipes.
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Possess basic math skills and have the ability to handle money and operate a cash register.
Be able to work in a standing position for long periods of time (up to 8 hours).
Be able to reach, bend, stoop and frequently lift up to 40 pounds.
B.
Job Description
The Bartenders duties include the following:
Completing all Servers orders rung in through the POS system, including but not limited to all wine, espressos, cappuccinos and beer;
Serving all customers sitting in the bar area;
Stocking and setting up the entire bar area;
Checking out all customers in the bar area;
Taking inventory of all beer and wine at the end of the shift;
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Maintaining a clean bar area;
Restocking the bar area as needed during the shift;
Making all bar area customers feel welcome;
Paying attention;
Helping to clean all areas of the facility as described in "Chapter 12: Cleaning" in this Manual;
Anticipating rushes and taking appropriate actions;
Being
thoroughly
familiar
with
each
menu
item
and
its
preparation;
Assisting other employees in the performance of their duties;
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Reporting to management when equipment needs service or inventory is low;
Performing other duties as assigned;
Take beverage orders from guests and Servers;
Prepare and serve alcoholic and non-alcoholic drinks consistent with the Restaurants portion standards;
Learn the names and personally recognize our regulars;
Accept guest payment, process credit card charges and make change (if applicable);
Wash and sterilize glassware;
Prepare garnishes for drinks, appetizers for bar patrons;
Maintain bottles and glasses in an attractive and functional manner to support efficient drink preparation and promotion of beverages;
Clear and reset tables in bar area;
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Present drink menus, make recommendations and answer questions regarding beverages;
Maintain cleanliness in all areas of the bar including counters, sinks, utensils, shelves and storage areas;
Receive and serve food orders to guests seated at the bar;
Report all equipment problems and bar maintenance issues to restaurant manager;
Assist the restocking and replenishment of bar inventory and supplies; and
Be available to fill in as needed to ensure the smooth and efficient operation of the restaurant as directed by the restaurant manager or immediate supervisor.
Please see the sample Job Description at the end of this Chapter.
C.
Performance Standards
Your Bartenders work should meet the following standards:
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1. Perform job duties as described above.
2. Have good attendance.
3. Follow the companys grooming and appearance code.
4. Possess good communications skills.
5. Be self-motivated.
6. Show cooperation and work well with others.
7. Work quickly and efficiently.
8. Have a friendly, outgoing personality.
9. Be familiar with all opening and closing procedures.
10.
Be honest and ethical at all times.
11.
Be willing to follow proper procedures.
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12.
Uphold company image.
13.
Use good common sense.
D.
Recommended Interview Questions
The following are the recommended interview questions for applicants for the Bartender position:
1.
What would the last Manager you worked for tell me about you?
2.
What did you learn most from your last job?
3.
What conditions do you work well under (for example, busy or making relationships with customers)?
4.
Describe to me your most difficult staff problem and how you overcame it.
5.
What was your favorite menu item from your last job? describe it for me.
Please
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6.
Do you think it is a good idea to call your last manager?
7.
Tell me about the procedures used at your last job regarding balancing your drawers.
8.
At your previous position, what were your average tips?
6.9
Assistant Manager/Floor Leader
A.
Hiring Criteria
Your Assistant Manager/Floor Leader should meet the following criteria:
Experience required;
Responsible;
Ability to manage others;
Personable and friendly;
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Honest and ethical;
A professional approach;
Experience with POS systems;
Extensive customer service experience;
Articulate and uses good grammar;
Paying attention to detail;
Good organizational skills;
A welcoming attitude;
Willing and able to maintain complete product knowledge;
Works well under pressure;
Ability to multi task;
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A good memory;
Goal-oriented;
Excellent communications skills;
Able to meet the requirements of the job; and
Good common sense/judgment.
B.
Job Description
The
Assistant
Manager/Floor
Leader
has
the
following
responsibilities:
Assisting the General Manager/Franchise Owner in overseeing the front of the house operations;
Delegating all side work and other necessary tasks to all Servers, Buspersons and Greeters;
June 1, 2005
Extensively utilizing the Open Table system to tailor personalized service to all customers;
Resolving any issues with the POS system during service;
Greeting all customers;
Fulfilling customers special requests;
Supervising all front of the house personnel in the performance of their duties;
Assisting all front of the house personnel in the performance of their duties when rushes occur;
Maintaining the cleanliness and safety of all front of the house areas;
Providing and promoting excellent customer service;
Overseeing any and all duties designated by the General Manager/Franchise Owner;
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Upholding and following through on the companys mission
statement;
Obeying and enforcing all company policies;
Being prepared and making sure that other employees are prepared for serving customers;
Properly resolving any complaints;
Upholding the image of Sugo Restaurant & Tapas at all times; and
Performing other duties as assigned.
C.
The Assistant Manager/Floor Leaders performance must meet the following standards:
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2. Ability to handle staffing and scheduling fairly.
3. Providing hospitality with greetings to customers when they ENTER and LEAVE the restaurant.
6. Be able to supervise employees.
7. Possess excellent communications skills.
9. Maintain complete product knowledge.
10.
Be thoroughly familiar with all procedures, including opening, closing, reports, cleaning, etc.
11.
Resolve satisfactorily any customer service or employment issues.
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12.
13.
Be willing to follow proper procedures and to ensure that other staff members are doing so as well.
14.
Possess leadership skills.
15.
16.
Meet the restaurants goals for sales, food costs and labor costs.
17.
Accurately implement cash management procedures.
18.
Have good common sense and decision-making skills.
D.
The following are the recommended interview questions for applicants for the Assistant Manager/Floor Leader position:
1. What would the last Manager you worked for tell me about you?
June 1, 2005
2. What did you learn most from your last job?
3. What conditions do you work well under (for example, busy or making relationships with customers)?
4. Describe to me your most difficult staff problem and how you overcame it.
5. What was your favorite menu item from your last job? describe it for me.
Please
6. Do you think it is a good idea to call your last manager?
7. Tell me about the procedures used at your last job regarding balancing your drawers.
8. At your previous position, what were your average tips (if a Server position)?
E.
Recommended Training Program
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The Assistant Manager/Floor Leader should complete an eight-day training program. This training program is conducted by the General
Manager/Franchise Owner. The first day is in classroom. The next four days are on-the-job training as a Server. Then, the new employee
completes a three-day training session regarding his or her managerial responsibilities.
A Training Manual will be provided.
6.10 Server
Title: Reports to:
SERVER Restaurant Manager
Summary of Position: Provide friendly, responsive service to create an exceptional dining experience for all of our guests. Each servers primary objective is to show our guests such a marvelous time, they will want to return again and again.
A.
Hiring Criteria
Your Server should meet the following criteria:
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Be able to communicate and understand the predominant language(s) of our guests;
Must have a basic knowledge of dining room and service procedures and functions;
Possess basic math skills and have the ability to handle money and operate a point-of-sale system;
Be able to work in a standing position for long periods of time (up to 8 hours); and
Must be very extroverted.
B.
Job Description
The Servers duties include the following:
Greeting their customers in a timely manner. Timely manner means within a few seconds after the customers are seated. If the Server is unable to take the customers drink orders immediately, the customers must at least be acknowledged;
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Taking all beverage and food orders accurately;
Thoroughly knowing the menu and being able to explain each menu item;
Providing excellent hospitality;
Ability to remember and explain any specials or featured menu items;
Being attentive to all customers;
Remembering regular customers preferences;
Making sure that all customers leave satisfied and happy;
Keeping their work stations clean and participating in the cleaning of the entire restaurant;
Refilling beverages as needed;
Taking any items needed for specific orders to the table;
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Being knowledgeable about our wine menu;
Going to the kitchen and checking on orders at the appropriate time. This requires knowing the cooking time on various menu items;
Once the food has been delivered, checking back on the table. Make sure that everything is satisfactory and that the customers have everything needed;
ALWAYS, when approaching a table, noticing the table. Note if anyone needs a drink and offer it, etc. Checking with everyone at each visit will save trips back and forth and make the customers happier;
If someone is not eating his or her food, asking if everything is satisfactory. If the customer is not satisfied, ascertain the problem and offer to fix it or replace it with a different item. Watch your customers facial expressions and body language;
Letting the Manager know if there is a problem with a menu item or a service issue;
Ensuring that the guest is extremely satisfied is mostly up to the Server. It is our policy that if anything is not exactly how the guest would like it, we will do
June 1, 2005
whatever is necessary to accommodate the guest and make sure that he or she leaves feeling as though, That was one of the best service recovery experiences Ive ever had.
Pre-bussing tables. When everyone at the table has finished, virtually the only items left on the table (other than condiments, etc.) should be the glassware. Buspersons will help, but managing the table service is ultimately the Servers responsibility;
As the customers finish their orders, asking each one if he or she wants something else. If not, bring the check ASAP. Watch your customers to see when they are ready to pay. The entire experience can be tarnished if the last thing that happens is the customer has to wait;
Always thanking customers for coming in;
Wiping down high chairs and booster seats after each use and returning them to their proper place;
Checking IDs on customers ordering alcohol. If underage people are served alcohol, not only will the restaurant face fines, lose its license and possibly be
June 1, 2005
shut down, but also the Server may incur fines and a possible jail sentence (and, of course, lose his or her job);
Not serving alcohol to people who are intoxicated;
Restocking and cleaning during slower times;
Welcome and greet guests. Make all our guests feel comfortable and let them know youre there to personally take care of them;
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Inform guests of specials and menu changes;
Make recommendations you genuinely feel your guests will enjoy;
Answer questions about our food, beverages and other restaurant functions and services;
Take the tapas order before the guest has a chance to open the menu;
Take food and beverage orders from guests, enter orders in our point-ofsale system which relays orders to the kitchen and bar;
Deliver food and beverages from kitchen and bar to guests in a timely matter;
Perform side work at the start and end of each shift as required by service station assignment;
Maintain clean service areas;
Prepare final bill, present check to guest, accept payment, process credit card charges or make change (if applicable);
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Be ready and willing to assist fellow Servers as situations arise;
Be ready and willing to assist Busperson with clearing and resetting tables;
Thank guests for their visit and invite them to return; and
C.
The Servers performance should meet the following standards:
1.
Perform job duties as described above.
2.
Have good attendance.
3.
Follow the companys grooming and appearance code.
June 1, 2005
4.
Possess good communications skills.
5.
Be self-motivated.
6.
Show cooperation and work well with others.
7.
Work quickly and efficiently.
8.
Maintain complete product knowledge.
9.
Be able to provide service to four tables or twelve to sixteen guests (depending upon the ability of Server).
10.
Be familiar with all opening and closing procedures.
11.
Be able to process payments accurately.
12.
13.
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14.
15.
Have good common sense.
June 1, 2005
D.
The following are the recommended interview questions for the Server:
1. Do you feel you have a customer following?
2. What is your availability for this job?
3. What would the last Manager you worked for tell me about you?
4. What did you learn most from your last job?
5. What is your experience serving wine? (How they served it, serving procedures, etc.)
6. Tell me about your favorite wine at your last job and why.
7. Do you prefer working independently or in a team? Why?
8. How do you feel about splitting checks?
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9. Out of all your work experience, who was your favorite manager? Why? Who was your least favorite manager? Why?
10.
What was your favorite menu item from your last job? describe it for me.
Please
11.
At your previous position, what were your average tips?
12.
Do you have an alcohol permit?
6.11 Food Runner
A.
Hiring Criteria
Your Food Runner should meet the following criteria:
Friendly and personable;
Able to interact with customers;
Customer service oriented;
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Neat in appearance;
A team player;
Dependable;
Physically able to move quickly and to carry full trays;
Works well under pressure;
Ability to multi-task;
Cooperative attitude;
Willing and able to learn; and
Able to meet the requirements of the job.
B.
Job Description
The Food Runners duties include the following:
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Taking the food to the tables ASAP;
Dressing all dishes with proper garnishes and condiments, if Expediter is not present;
At the table, making sure the customers have everything they need.
For
example, glance at the table to see if drinks should be refilled. If so, refill the drinks;
Before taking the food out, making sure to read the ticket to know what it is being taken out. Verify that the items are correct. This procedure will save making extra trips;
Making sure the food is hot before taking it to the table;
Paying attention;
June 1, 2005
Being
thoroughly
familiar
with
each
menu
item
and
its
preparation;
Upholding the image of Sugo Restaurant & Tapas at all times; and
C.
The Food Runners work should meet the following standards:
June 1, 2005
4. Present all menu items to the table properly and with the proper name.
8. Maintain complete product knowledge.
9. Be honest and ethical at all times.
10.
11.
12.
D.
June 1, 2005
The following are the recommended interview questions for the Food Runner:
1. What is your availability?
2. How do your parents feel about your working (if applicable)?
3. Do you have transportation?
4. Give me an example of a service issue with a past customer and how you dealt with it.
5. Do you have any references? What would they say about you?
6. Why are you interested in working here?
7. Why are you leaving your current position?
E.
Recommended Training Program
The new Food Runner should complete a one-day training session with the Expediter/Kitchen Team Leader.
June 1, 2005
6.12 Greeter
Title: Reports to:
Greeter Restaurant Manager
Summary of Position: Welcome and warmly greet guests on arrival. Manage the efficient and timely seating of our guests to a table that best serves their wishes.
June 1, 2005
A.
Hiring Criteria
Your Greeter should meet the following criteria:
No previous restaurant experience required.
Be able to working in a standing position for long periods of time (up to 8 hours).
Be able to communicate clearly and effectively in the predominant language(s) of our guests.
Must have exceptional grooming habits and social skills.
Must be highly extroverted.
B.
Job Description
The Greeters duties include the following:
Greeting and seating customers;
Upon arrival to work, making sure the work area is clean and organized;
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Getting high chairs or booster seats for small children;
Assisting Servers in cleaning tables and getting drinks as needed;
Keeping his or her work area clean;
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Warmly and graciously greet all guests upon arrival;
Comply with Sugos standards for answering the phone and taking reservations;
When possible, open the front door for guests entering or leaving the restaurant;
When immediate seating is limited, record guest names and number of people in party;
Call out name and number of party when tables become available;
Provide guests with estimated waiting time;
Accommodate special seating requests for guests whenever possible;
Seat guests based on guest preferences and balancing of customer flow in service stations;
Upon seating, offer guests a menu and inform them of their servers name. Inspect table for proper presentation and completeness;
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Relay messages to Servers and Buspersons as needed;
Thank guests as they leave and invite them to return; and
Be well versed in the operations of the OpenTable reservation management system
C.
Your Greeters work should meet the following standards:
June 1, 2005
7. Know proper table seating rotation.
8. Have a friendly, outgoing personality.
9. Be familiar with all opening and closing procedures.
10.
11.
12.
13.
Use the OpenTable system and all of its functions!
14.
D.
The following are the recommended interview questions for the Greeter:
June 1, 2005
1.
What is your availability?
2.
Do you have transportation?
3.
Give me an example of a service issue with a past customer and how you dealt with it.
4.
Do you have any references? What would they say about you?
5.
Why are you interested in working here?
6.
Why are you leaving your current position?
6.13 Busperson
Title: Reports to:
BUSPERSON Restaurant Manager
June 1, 2005
Summary of Position: Serve guests water upon their arrival, and provide refills as needed. Remove used tableware between courses; clear and reset tables after guests leave.
June 1, 2005
A.
Hiring Criteria
Your Busperson should meet the following criteria:
Have working knowledge of the predominant language(s) of our guests.
Be able to lift, reach, bend and stoop.
B.
Job Description
The Buspersons duties include the following:
Completing assigned opening and closing duties;
Removing all used dishware, silverware, glassware and napkins from the tables;
Cleaning all tables after the guests have left;
June 1, 2005
Making sure tables are bussed and wiped down (wiping down the table includes wiping the table off, wiping off the salt, pepper and other condiment containers, wiping the seats and checking the surrounding floor area. As
items on the table are cleaned, they should be put back in the proper places);
Setting all tables with clean plates, flatware, glasses and linens as needed;
May be responsible for filling water glasses;
Checking the restrooms at least hourly. Emptying trash, stocking soap, hand towels, toilet paper, etc. Keeping them clean at all times;
Keeping ice bins full;
Helping other employees as needed;
Staying busy at all times. If the Busperson has nothing to do, he or she must ask the Manager for an assignment;
Paying attention;
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Obtain service area assignment at the beginning of each shift;
Promptly greet guests as they are seated and bring water to table;
Remove used tableware between courses and provide tableware for next course;
Clear tables after guests. Take tableware to dish room and place silverware, dishes, glassware, etc. in appropriate areas for washing;
Between seatings promptly clean tabletops, chairs and booths. Check floor and clean as required. Reset and arrange tabletop;
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Inspect assigned restroom every 30 minutes and clean as needed;
Respond appropriately to guest requests. Communicate guest requests to Server as needed;
Communicate with Server and Greeter to assure efficient seating, table utilization and customer service;
Assist server as needed with food delivery, especially with large parties and during peak periods;
Thank guests as they are leaving; and
June 1, 2005
C.
The Buspersons work should meet the following standards:
7. Know how to clean and set up tables properly.
8. Be thoroughly familiar with all opening and closing procedures.
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10.
Follow proper procedures.
11.
12.
Able to carry heavy trays, bus buckets, etc.
D.
The following are the recommended interview questions for the Busperson:
1. When are you available to work?
2. Do you have transportation to and from work?
3. Why are you interested in working for this company?
6.14 Saut Cook/Line Team Leader
A.
Hiring Criteria
June 1, 2005
Your Saut Cook/Line Team Leader should meet the following criteria:
Extensive cooking experience on the line;
Dependability;
Ability to communicate with other employees;
Being bilingual (English and Spanish).
Applicable only in Atlanta
market and perhaps other markets as situation dictates;
Willing to coordinate with other cooks on the line;
Able and willing to follow directions;
June 1, 2005
A team player;
A good memory;
Moves quickly;
Willing and able to learn;
Able to meet the requirements of the job;
Good common sense/judgment; and
Capacity to concentrate on more than one thing at a time.
B.
Job Description
The Saut Cook/Line Team Leaders duties include the following:
Responsible for executing all entre items;
Ensuring the consistency and quality of the food product;
June 1, 2005
Responsible for all prep relating to this position, including all mise en place in the deli-top of this station;
Coordinating with the rest of the line so that together there can be an efficient execution of all entre and tapas items;
Maintaining proper rotation of all food items;
Being fast and good, not super fast and poor quality;
June 1, 2005
Being
thoroughly
familiar
with
each
menu
item
and
its
preparation;
Making sure that the presentation is neat and clean and meets specifications;
Reporting to management when equipment needs service or inventory is low; and
Please see the sample Job Description for the Line Cook at the end of this Chapter.
C.
June 1, 2005
The Saut Cook/Line Team Leaders performance should meet the following standards:
7. Work quickly and efficiently and able to execute large volumes of orders.
8. Accurately follow recipes and instructions for assembling menu items.
9. Follow correct portioning.
June 1, 2005
10.
Cook food properly to correct temperature.
11.
Carefully note freshness of product.
12.
Pay attention to proper rotation of all food product.
13.
14.
Be thoroughly familiar with all kitchen opening and closing
procedures.
15.
16.
17.
18.
D.
June 1, 2005
The following are the recommended interview questions for the Saut Cook/Line Team Leader:
1. Please describe your experience in cooking on the line.
2. Describe the various cuisines of your past jobs.
For this position, give the applicant a recipe and have him or her prepare it.
June 1, 2005
6.15 Oven Cook
A.
Hiring Criteria
Your Oven Cook should meet the following criteria:
Extensive cooking experience;
Dependability;
Being bilingual (English and Spanish) preferred;
Ability to coordinate with other cooks on the line;
June 1, 2005
A team player;
A good memory;
Moves quickly;
B.
Job Description
The Oven Cooks duties include the following:
Responsible for preparing various items for entres;
June 1, 2005
Working cooperatively with the rest of the line to ensure the food goes out in a timely manner;
Operating the fryer;
Assisting in setting up the line;
Assisting in completing all food prep;
Paying attention;
June 1, 2005
Being
thoroughly
familiar
with
each
menu
item
and
its
preparation;
June 1, 2005
C.
The standards:
Oven
Cooks
performance
should
meet
the
following
8. Be accurate in following recipes and assembling menu items.
June 1, 2005
10.
11.
Carefully monitor freshness of product.
12.
13.
14.
procedures.
15.
16.
17.
18.
D.
June 1, 2005
The following are the recommended interview questions for the Oven Cook:
2. Where have you worked before?
Many times, you just have to try a person out for kitchen positions before you find the right one. Your kitchen staff may not speak English very well. It is important to have a translator to help interview.
Assembling and keeping the proper kitchen staff requires constant monitoring, hiring and firing of employees.
6.16 Tapas Cook
A.
Hiring Criteria
Your Tapas Cook should meet the following criteria:
June 1, 2005
Some cooking experience;
Dependability;
A team player;
A good memory;
June 1, 2005
Moves quickly;
June 1, 2005
B.
Job Description
The Tapas Cooks duties include the following:
Responsible for preparing various items for the tapas station;
Responsible for maintaining the quality and freshness of all ingredients at the tapas station;
Performing all prep assigned to the tapas station;
June 1, 2005
Paying attention;
Being
thoroughly
familiar
with
each
menu
item
and
its
preparation;
June 1, 2005
C.
The Tapas Cooks performance should meet the following standards:
June 1, 2005
10.
11.
12.
13.
14.
procedures.
15.
June 1, 2005
16.
17.
18.
June 1, 2005
D.
The following are the recommended interview questions for the Tapas Cook:
6.17 Prep Cook
Title:
PREP COOK
June 1, 2005
Reports to:
Kitchen Manager
Summary of Position: Cook and prepare a variety of food products including meats, seafood, poultry, vegetables, sauces, stocks, and other food products using a variety of equipment and utensils according to the Daily Prep List.
A.
Hiring Criteria
Your Prep Cook should meet the following criteria:
A minimum of one year of experience in kitchen preparation and cooking.
At least six months experience in a similar capacity.
Must be able to communicate with managers and kitchen personnel.
Be able to reach, bend, stoop and frequently lift up to 40 pounds.
June 1, 2005
B.
Job Description
The Prep Cooks duties include the following:
Responsible for performing all major prep for all stations;
Helping to set up various kitchen stations;
Working cooperatively with the rest of the kitchen staff to ensure smooth operations;
Helping to ensure the consistency and quality of the food product;
Helping to maintain the proper rotation of all food items;
Paying attention;
June 1, 2005
Being
thoroughly
familiar
with
each
menu
item
and
its
preparation;
Complete opening and closing checklists;
June 1, 2005
Refer to Daily Prep List at the start of each shift for assigned duties;
Prepares a variety of meats, seafood, poultry, vegetables and other food items for cooking in broilers, ovens, grills, fryers and a variety of other kitchen equipment;
Understands and complies consistently with our standard portion sizes, cooking methods, quality standards and kitchen rules, policies and procedures;
Portions food products prior to cooking according to standard portion sizes and recipe specifications;
Maintains a clean and sanitary work station area including tables, shelves, walls grills, broilers, fryers, pasta cookers, saut burners, convection oven, and refrigeration equipment;
Closes the kitchen properly and follows the closing checklist for kitchen stations. Assists others in closing the kitchen;
Attends all scheduled employee meetings and brings suggestions for improvement;
June 1, 2005
Promptly reports equipment and food quality problems to Kitchen Manager;
Inform Kitchen Manager immediately of product shortages;
Uses our standard recipes for preparing all products; and
Performs other related duties as assigned by the Kitchen Manager or manager-on-duty.
C.
The standards:
Prep
Cooks
performance
should
meet
the
following
June 1, 2005
8. Be accurate in following prep procedures.
10.
11.
12.
13.
June 1, 2005
14.
procedures.
15.
16.
17.
18.
D.
The following are the recommended interview questions for the Prep Cook:
1. Please describe your experience in working in a kitchen.
June 1, 2005
June 1, 2005
6.18 Grille Cook
A.
Hiring Criteria
Your Grille Cook should meet the following criteria:
Some kitchen experience on the line required;
Dependability;
June 1, 2005
A team player;
A good memory;
Moves quickly;
B.
Job Description
The Grille Cooks duties include the following:
Responsible for coordinating with both the Saut Cook and Oven Cook to coordinate all entrees;
June 1, 2005
Cooking all grill items;
Helping the Saut Cook to plate all entrees;
Responsible for maintaining the quality and freshness of all ingredients at the grille station;
Performing any needed prep for the grille station;
June 1, 2005
Paying attention;
Being
thoroughly
familiar
with
each
menu
item
and
its
preparation;
June 1, 2005
C.
The standards:
Grille
Cooks
performance
should
meet
the
following
June 1, 2005
10.
11.
12.
13.
14.
procedures.
15.
June 1, 2005
16.
17.
18.
June 1, 2005
D.
The following are the recommended interview questions for the Grille Cook:
6.19 Dishwasher
Title:
DISHWASHER
June 1, 2005
Reports to:
Kitchen Manager
Summary of Position: Wash and clean tableware, pots, pans and cooking equipment. Keep the dish room and equipment clean and organized.
A.
Criteria for Hiring
Your Dishwasher should meet the following criteria:
Be able to work in hot, wet, humid and loud environment for long periods of time.
Be physically able to lift, reach, bend and stoop.
Be able to working in a standing position for long periods of time (up to 8 hours).
June 1, 2005
Be able to safely lift bags, cases and stacks weighing up to 60 pounds up to 30 times per shift.
June 1, 2005
B.
Job Description
The Dishwashers duties include:
Washing all plates, flatware and glassware;
Washing all pots, pans and cooking utensils;
Primary responsibility for maintaining the cleanliness of the kitchen, including reach-ins, walk-ins, dry goods storage, etc.;
Restocking clean dishware, flatware, glassware, pots, pans and cooking utensils;
Helping, not hindering;
June 1, 2005
Load, run and unload dish machine;
Keep the dish machine clean and report any functional or mechanical problems immediately;
Monitor dish machine water temperature to ensure sanitary wash cycle;
Wash and store all tableware and kitchenware;
Keep dish room clean and organized;
June 1, 2005
Maintain adequate levels of clean tableware for dining room and kitchen;
Bag and haul dish room trash to dumpster at designated times;
Handle tableware carefully to prevent breakage and loss;
Maintain adequate levels of dish detergents and cleaning supplies;
Clean food preparation and production areas as required;
Make sure that the kitchen line always has sufficient plateware and saut pans; and
Please see the Job Description at the end of this Chapter.
C.
June 1, 2005
4. Possess ability to communicate with co-workers.
8. Be thoroughly familiar with all kitchen, opening and closing procedures.
10.
11.
D.
June 1, 2005
The following are the recommended interview questions for the Dishwasher:
6.20 Expediter/Kitchen Team Leader
A.
Hiring Criteria
June 1, 2005
Your Expediter/Kitchen Team Leader should meet the following criteria:
Kitchen experience required;
Dependability;
Ability to coordinate with other kitchen personnel;
Leadership skills;
June 1, 2005
A team player;
A good memory;
Moves quickly;
B.
Job Description
The Expediter/Kitchen Team Leaders duties include the following:
Responsible for coordinating all operations of the kitchen;
Calling orders when needed;
June 1, 2005
Ensuring that all menu items are being made properly;
Making sure that each menu item is properly dressed and garnished;
Responsible for maintaining the quality and freshness of all ingredients and all menu items in the kitchen;
Responsible for maintaining food consistency and appearance;
Responsible for making sure the kitchen personnel are working together to promote efficiency and quality;
Assisting kitchen personnel in maintaining a clean working environment;
Assisting in properly storing all unused food product;
Making sure that kitchen employees are meeting the work schedule;
June 1, 2005
Organizing storage areas;
Making sure that all stored product is properly labeled and rotated;
Assisting in food prep and cooking as needed;
Covering kitchen staff shortages;
Overseeing the setting up of the line;
Assisting in training all new kitchen personnel;
Paying attention;
June 1, 2005
Being
thoroughly
familiar
with
each
menu
item
and
its
preparation;
Assisting in maintaining kitchen equipment; and
June 1, 2005
C.
The Expediter/Kitchen Team Leaders performance should meet the following standards:
4. Possess good communications skills and ability to communicate with all kitchen personnel.
5. Be self-motivated as well as a leader.
7. Ability to motivate others.
8. Ability to keep kitchen operating smoothly and efficiently,
June 1, 2005
9. Ensure proper rotation of all food product.
10.
Maintain a well-organized kitchen.
11.
Alert management of overproduction of food.
12.
Work quickly and efficiently.
13.
Be accurate in following recipes, assembling menu items and maintaining proper kitchen procedures.
14.
Maintain proper portioning.
15.
Make sure all food cooked properly and to correct temperature.
16.
17.
18.
Be thoroughly familiar with all kitchen opening, closing and operating procedures.
June 1, 2005
19.
20.
21.
22.
D.
The following are the recommended interview questions for the Expediter/Kitchen Team Leader:
2. Explain at length a recipe at your last job, down to presentation and dressings.
3. Please describe your management experience.
4. How would you go about assembling a kitchen crew? What qualities do you look for?
June 1, 2005
5. What management techniques do you use for motivating a kitchen crew?
6. What do you believe to be the most important qualities of a good Expediter?
Please see the Screening Interview Form at the end of this Chapter for additional interview questions.
6.21 Recommended Pay Levels
The following are the Franchisors recommended levels of starting pay for each position. Of course, pay levels will vary based upon local market
conditions, venue, volume, experience and responsibilities:
Expediter/Kitchen Team Leader
$12 to $20 per hour
Saut Cook/Line Team Leader
$10 to $12 per hour
Grille Cook
$7 to $9 per hour
June 1, 2005
Oven Cook
$7 to $9 per hour
Tapas Cook
$7 to $9 per hour
Prep Cook
$7 to $9 per hour
Dishwasher
$6.15 to $8.00 per hour
Assistant Manager/ Floor Leader $35,000, depending upon size of restaurant salary ranging from $25,000 to
Greeter
$8 to $10 per hour
Server by law)
$2.15 per hour (or lowest available
Bartender
$6 per hour
Busperson
$6 to $7 per hour
June 1, 2005
Food Runner
$6 to $7 per hour
6.22 Evaluations
Conduct employee evaluations at least semi-annually (we suggest quarterly), on the employees anniversary date or within one week of the employees anniversary date. Utilize the Employee Evaluation Form found at the end of this Chapter. You must be dispassionate while compiling and Share the results of the
discussing the evaluation with the employee.
evaluation with the employee IN PRIVATE. First, review those areas in which the employee excels. Then, discuss any areas in which the employee needs to improve. Also include a timeframe for the expected improvement. For
improvements in the area of attitude (such as politeness, punctuality, cooperation) you should see an immediate improvement. For improvements in a skill level or product knowledge, you will probably need to allow more time. You may also need to help the employee create an action plan of steps the employee should take to improve his or her performance. If the
problem is severe, we recommend you implement a one-month probationary period.
6.23 Bonuses, Raises and Benefits
June 1, 2005
Employees should understand that raises are not automatically granted at evaluations. We recommend, rather, that you grant raises based upon
merit or upon the employees taking on more responsibilities. We recommend you perform evaluations annually. The normal raise for an hourly employee is $.50 to $1.00 per hour. The normal raise for a salaried employee is five
percent. It is important for you to review labor costs before granting raises.
Beware of losing qualified, experienced personnel by underpaying them. With the employees stronger experience and enhanced skill levels, he or she is more likely to go elsewhere.
Buspersons may be tipped by the Servers. It is left up to the Server and not a requirement.
If you wish to set up a formal bonus program for employees, please discuss your proposed program with the Franchisor. A poorly structured
bonus program can actually discourage employees from achieving goals. We do recommend you consider giving your Assistant Manager/Floor Leader a bonus of two to three percent of his or her salary, based upon the employees evaluation.
June 1, 2005
We recommend you give the matter thought before implementing other bonus programs, such as Christmas bonuses. Once you institute a bonus
program, it is hard to eliminate. Employees begin to expect a bonus, and it loses its power to motivate.
We recommend you give to salaried employees only the following benefits:
Paid vacation (please see recommended personnel policies in this Chapter);
Paid holidays;
At your discretion, health insurance; and
Performance bonuses.
Of course, for your more motivated employees, a promotion is a great incentive.
6.24 Terminations/Disciplinary Actions
June 1, 2005
Employment laws and employee rights vary widely from locale to locale. It is imperative that you thoroughly research the employment laws in your area so that you know your responsibilities and rights as an employer. You must comply with all employment laws.
In general, we recommend you institute a policy that for the first infraction of an employment policy, the employee receives a documented verbal warning, for the second infraction, the employee receives a written warning, for the third infraction, the employee receives a week off without pay and for the fourth infraction, the employee is terminated. You can also cut back the hours for employees who are not performing well. However, some infractions are so serious that they may be cause for immediate termination. These serious infractions include:
Breaking a federal, state or local law or regulation;
Theft or giving false information;
Giving away food or company property or exchanging food or company property for goods or services;
June 1, 2005
Rudeness to customers (in the sole judgment of the Manager on duty);
Violence or threats;
Failure to call in when absent;
Showing a bad attitude towards customers, co-workers or management;
Unsafe driving while on company business;
Violation of the company's drug and alcohol use policy;
Changing the work schedule without permission;
Flagrant failure to follow company systems or procedures; and
Behavior that undermines the Sugo Restaurant & Tapas image.
June 1, 2005
Be sure to apply all warnings and disciplinary actions fairly. Allowing one employee to slide on an infraction while firing another for the same infraction could leave you open for discrimination charges.
When terminating an employee, it must be done by a member of management, in private. Preferably, the termination should take place before the other staff arrives or at the end of the night. Explain to the employee why he or she is being terminated with specific documentation of infractions. Then, end the meeting promptly. Do not get drawn into a discussion with the terminated employee. meeting is over. If necessary, get up to let the employee know the
All terminated employees are to be issued a separation notice.
We
recommend you issue this document at the time the termination occurs. If this timing is not possible, mail it to the employee or issue the separation notice with the last paycheck. Always keep a copy in the employee file. Issue the employees last paycheck on the next regular payday.
6.25
Controlling Unemployment Costs
It is advisable to frequently review the performance of all new employees during the first 90 days. If obvious problems occur, it is best to
June 1, 2005
discharge an employee early within that period. The sooner the employee is terminated, the lower the amount of liability your company will have for unemployment insurance.
6.26 The Employee File
Permanent files should be maintained on all current and past employees. The following documents should go into these files:
The Employment Application;
Copy of the employees resume, if applicable;
Your notes from the interview and from checking the prospective employees references;
The completed W-4 form for current and previous years;
The completed I-9 form and proper documentation for current and previous years;
A copy of the employees green card, if applicable;
June 1, 2005
Copy of the completed form for state withholding taxes, if applicable;
All Employee Evaluation forms;
Copies of any forms required by your state, county or city;
Signed receipt for Employee Handbook;
Records of vacation time accrued and taken;
Copies of correspondence to or pertaining to the employee;
Employment anniversary date;
Records about any other employee benefits applicable;
Dated notes about any infractions or mishaps;
Notes about all verbal warnings;
June 1, 2005
Copies of all written warnings; and
Copies of the employee's resignation and/or of the separation notice.
Because these files contain personal information, we recommend you keep them in your office in a locked file cabinet. Only the General
Manager/Franchise Owner should have access to these files. Other members of management may have access to these files only with the General Manager/Franchise Owners permission. These files should be maintained for seven years after the termination of the employee.
6.27 Resolving Employee Conflicts
If a conflict with an employee should occur, we recommend you set up a one-on-one meeting between you as General Manager/Franchise Owner and the employee to resolve the situation. Remain calm and rational during the meeting. Hear out the employee's grievances. Take careful notes. Try to come to a resolution that is satisfactory to all persons. In some cases, terminating the employee may be the only workable solution. Also, often
employees may feel that they have the upper hand (that they are irreplaceable). You must not allow such attitudes to dictate your policies.
June 1, 2005
If the conflict involves more than one employee, first have a separate meeting with each employee involved. Then, if appropriate, schedule a
meeting with all involved persons. These sorts of disputes often turn into He said/She said situations. In this circumstance, it is helpful to focus not on what happened but how to avoid its being repeated. If the dispute involves a legal issue (such as sexual harassment), consult your attorney before taking any action.
June 1, 2005
6.28 Staff Meetings
In order to foster an atmosphere of open communication, we recommend you hold regular staff meetings. These meetings should be held one the following basis:
Back of the House Team:
Once a month.
Front of the House Team:
Daily (called the
Pre Meal) to explain any new specials or menu items, new or featured wines, any 86ed menu items and any other personnel or operating issues.
Twice monthly to discuss any operating issues.
Entire Staff:
Quarterly,
to
discuss
direction of the company or any new policies implemented by the Franchisor.
In addition, you may need to have occasional meetings as needed to address certain situations that arise. These situations typically include poor
June 1, 2005
customer service, employee conflicts (kitchen versus Servers) or a drastic drop in performance. However, there will be other situations, such as a new Manager, menu changes, operating changes (for example, a change in the hours of operation or renovation plans) that will also require meetings.
These meetings should not be one-sided lectures by you but rather open discussions. At the same time, you must remain in control of the meeting. Take careful notes. Summarize at the end of the meeting what has been decided. If action steps are to be implemented, be certain that it is clear what steps are to be accomplished, by whom and by when.
Staff meetings are an excellent time to discuss employee questions and problems such as customer relations, quality control, scheduling, adherence to procedures and overall business expectations. These meetings are also a time to give praise and appreciation to those who deserve it. Staff meetings are an excellent time to boost employee morale. You can introduce new
policies, procedures, employees, marketing campaigns or goals. You can also use staff meetings as a forum for retraining, motivating or enhancing staff adherence to policies. Encourage the input of your staff members, as they can offer valuable insight that no one else can.
June 1, 2005

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CHAPTER 6: PERSONNEL

Maintaining proper staffing levels will allow you to:

Provide appropriate customer service;

Promote a smooth flow in the dining room;

Handle fluctuations in business;

Maintain a stable work environment;

Enhance the efficient turnover of tables; and

Increase your overall sales and profits.

A key to effective personnel management is careful hiring.

Training is an on-going exercise.

Regularly retrain each employee.

products and service you are providing your customers.

In general, your restaurant will have the following staff positions:

Labor Costs and Scheduling

The Importance of Proper Scheduling

too high and your profits will suffer.

Scheduling too few employees

Your scheduling will be based upon many variables.

These wages are money out of your pocket.

During your first twelve

The following are sample schedules for different levels of business.

BASED ON A 4,500 SQUARE FOOT RESTAURANT Position High Range

Mid High Range

Manager/ Floor Leader

Add more people during busy times and schedule

If any of your hourly staff are close to

request time off for the next schedule period.

Regulations and requirements vary greatly from locale to locale.

General Personnel Policies

Customer Service: Customer satisfaction is our

friendly, accurate service.

For these types of situations, the

discuss this issue with management.

Employees must not only arrive on time, but they

procedures. Verbal or physical abuse or harassment of any kind is not tolerated.

Food Portioning: Food portioning is very important.

employees must be thoroughly trained in proper food portioning.

minor is cause for immediate termination. It is the policy of Sugo

Restaurant & Tapas to maintain a drug-free environment.

Employees will not take shortcuts in, or over, dangerous places.

Employees must not wear loose clothing or jewelry while working.

specifications for use, cleaning and maintenance of each piece of equipment.

Falls: slippery surfaces, uneven missing railings on steps or landings.

Strains: improper lifting techniques.

Falling or moving objects: improper storage of equipment or inventory.

Electrical shock: worn out equipment, plugs, cords or ungrounded equipment.

Cuts: failure to use equipment properly or putting sharp objects in sink.

Courtesy is the responsibility of every employee.

authorization is subject to immediate dismissal and prosecution.

All forms of harassment are strictly prohibited.

violation of any federal, state or local law.

Continual problems with cleaning could be grounds for discipline or dismissal.

The entertainment programs played must

meet the tastes of the restaurants customers, not its employees.

expected to be honest if they are overpaid and discuss the issue

If the employee does not do so, it may be

Everyone who works at a Sugo Restaurant & Tapas

The Manager on duty must review all

problem, he or she should feel free to talk to management to work it out.

Recruiting New Employees

Interviewing and Hiring Techniques

information on the application with the prospect.