Purchase How to Improve Dining Room Service e-book by Richard
Saporito
*
Get a step by step, easy to follow manual for achieving
restaurant success. This book is an easy learning manual that explains
the basic steps toward customer service quality and efficiency needed
in every restaurant dining room.
IMPLEMENT HOW TO IMPROVE DINING ROOM SERVICE AND OBTAIN IMMEDIATE
POSITIVE RESULTS!
In detail, the book explains important topics such as:
* Front Door and Reservation Desk Duties
* Seating
* Dining Room Organization, Understanding, and Awareness
* Menu Knowledge
* Service Staff Scheduling
* Traffic Flow Guidelines
* Sanitary Rules
* Safety Information
* and much more.
Topserve Inc. is a Restaurant Service Consulting and Waiter Training
Company. www.topserveconsulting.com. Toll Free: 888-276-4808
Richard Saporito has over 30 yrs. of restaurant service experience
in many large, diverse and profitable NYC establishments. He uses this
past successful experience to help restaurants achieve their desired
customer service goals-understanding it may be the difference between
success and failure.
****The service concepts explained inside this book may be the
difference between your restaurant's success and failure!
Sample this book with an excerpt below: Restaurant Scheduling for
Success [1]
"This book has a lot of great organizational tips helping us to
elevate
our dining room customer service!" -- Orlando Campos, Brasilia
Grill, Montville, New Jersey
"Richard, thanks so much, your manual was very interesting, easy to
read with many items that we retracted and used for our operations!"
-- Marc C. Moulinet, Horseshoe Bay Resort, Marble Falls, Texas How to
Improve Dining Room Service is a compact guide used for setting up and
improving restaurant service systems.
-------------------------
Restaurant Scheduling for Success
- excerpt (Tip #4) from How to Improve Dining Room Service
This tip will help maintain the staff schedule, keeping the dining
room service staff tight and content, which is essential for pleasing
paying guests.
Staff scheduling is crucial and closely tied to dining room customer
service. In every way, a balance must be achieved by matching the
dining room service labor needs to forecasted business.
There should be a system whereby the staff shift availability days
can be communicated in writing to the person who makes up the
schedule. A simple staff shift availability sign up sheet, posted
conspicuously, will do. Each staff member should work a balanced
amount of shifts throughout the week. If the schedule maker is burning
out staff members with extra shifts or scheduling too many staff
members to work only one or two shifts, it will subtract from customer
service. Usually, a restaurant will get more efficiency from staff
members working three, four or more shifts per week rather than only
one or two shifts per week. At times, however, one may have to bend
this guideline to keep the work schedule filled, but it should be kept
to a minimum. Constant communication with the staff while staying
abreast of their available work shifts will facilitate the scheduling
process immensely.
The person who makes the schedule should be highly aware of the
projected business in the restaurant. The schedule should contain the
correct amount of labor needed to provide a proper level of service
for each work shift. Seasonal aspects, (e.g., busy holidays/slow
summers), special occasions, private parties, etc. must be figured
into the schedule. Any outside activity that may affect business in
the restaurant (such as food festivals, parades, etc.) needs to be
taken into account. If there are separate dining rooms, the busy times
must be properly forecasted for each room, especially if one dining
room is more popular - for showing off a special type of dcor or
providing entertainment on certain nights. If there is outdoor
seating, the weather should be watched, for it can change quickly.
[2]
Forecasting helps to schedule the correct amount of staff, with the
perfect balance always being sought. If there is light scheduling on a
day that gets very busy, the dining room customer service will be slow
and inefficient - affecting sales and reputation. On the contrary, if
there is heavy scheduling on light business days, it will become
frustrating for waitstaff who will be working very few tables while
draining the payroll.
Generally, the schedule should start Sunday; therefore, it needs to
be posted by Thursday or Friday of the previous week. Excel
spreadsheet formats are great for scheduling organization. The
schedule should be posted in an easily viewable location with enough
copies available for all staff. Staff phone lists should be printed,
copied and made readily available to all. This improves communication,
especially for work shift substitutions.
This leads to the substitution process for staff work shifts. There
needs to be a Substitution Book readily available with blank spaces
for names, upcoming dates and work shifts for the next 1- 2 months. If
a substitution is made, the information must be recorded with the date
and shift time (A.M. / P.M., etc.). It must be initialed by both
parties involved in the substitution, and subsequently initialed by a
manager, ensuring no mistakes in communication. A substitution mishap
may result in a shift not being covered.
Scheduling may look great for payroll cost control, but it must be
remembered that dining room service staff are real people with real
lives whose cheerful and efficient service is what restaurants depend
on. The schedule maker needs to be understanding toward the staff's
scheduling requests, but should not roll over and play dead (again,
balance). It is impossible to please everyone 100% of the time, but a
proper scheduling balance will truly have a positive effect on
restaurant dining room customer service and staff.
***It is better for a service consultant or manager to handle the
schedule at the initial phases of a new operation. Some mature
restaurants may let a senior member of the service staff handle the
schedule because there is better communiqu with schedule concerns.
Please use whichever system works best for the establishment because
the staff schedule is a strong part of customer service and should not
be taken lightly.
[3]
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"Fantastic publication and quite valuable to our readers!"--Eric
Hahn, Executive Chef, Editor-in-Chief, Restaurantedge.com
"Very helpful for the service training at our new
restaurant!"--David Ray, Food and Beverage Director, Radisson Hotel,
Annapolis, Maryland
[4]
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