DRESS CODE, SMOKING, BEHAVIOUR AND COMMUNICATING WITH CUSTOMERS

Your front of house staff reflect the kind of restaurant you are running therefore make sure of the following.

Appearance

If staff have a uniform make sure it is clean, pressed, uniform in style and well-fitting. If you operate a no-uniform policy, then stipulate what your staff should wear and be vigilant as to the characteristics above. Do stipulate too the type of shoes, that they should be in good repair and cleaned regularly, and policy on the wearing of jewellery, make-up, style of hair.

Hygiene

All staff should have short, clean, unvarnished nails and must wash their hands after a fag break, going to the loo, returning to duty after going to the shops, handling stock from a van, etc.

All of the above applies too to kitchen staff. The cleanliness of their aprons, chef’s jackets and the wearing of head gear are of paramount importance, not only to the overall standards of hygiene but also if seen by customers who will judge the restaurant accordingly.

Smoking

Smoking is a vexed question in the restaurant business as there is a high ratio of smokers to non-smokers who simply can’t live without a fag break, it appears. Be strict about these breaks as it is unfair on the non-smokers who have to pick up the slack.

Make sure that smokers are not seen by customers hovering by an open door or by the bins as this really does give a wrong impression.

All smokers should wash their hands before service. If there is an all-pervading smell of smoking it can be a real turn-off for the customer (smoky clothes, breath, hands). But banning smoking by staff can be tantamount to calling for a mutiny. You may be fortunate enough to employ non-smokers but, if not, be a vigilant manager/owner.

Drugs

If you suspect any staff member has a drug problem, deal with it. If they come in late, don’t turn up at all or show signs of drug and alcohol abuse, do you really want this kind of behaviour in your restaurant? No.

Music

Music is often turned up for the benefit of staff who seemingly can’t live without it. Staff will also bring in their own type of music to inflict on the suffering public if management again isn’t vigilant. Don’t let this happen as it can spiral out of control and will soon be seen as a ‘right’.

As a restaurant critic I receive many letters from customers, and the subject of music is one of the most contentious issues apart from poor service and terrible food. If customers can’t make themselves heard to other diners and staff they will vote with their feet.

Meeting and greeting

Meeting and greeting has to be well pitched. The customer should preferably be met at the door and shown to a table once staff have found out if they have booked or whether they wish to book or make an enquiry.

Do your staff speak English or the language of the restaurant? Can they communicate effectively without that language?

Staff should on no account gather in groups by the bar and ignore that door opening or continue to carry on a personal conversation. As a customer and critic I find this is far too often the case, and the customer is not made to feel welcome or wanted. I often walk out if this happens. There are plenty more restaurants which would welcome the business.

Please say at least hello to the customer. In Britain this seems to be a difficulty. Slamming down the menu in front of the customer and asking in a bored voice – with eyes not even looking in the direction of the customer – what they would like to drink is very off-putting. Instead, look them in the eye, smile, offer a greeting, ask where they would like to sit if this is an option, offer them a menu immediately and find out if they would like a drink or wait until they have chosen from the menu. No hard sell please. Make your customers feel at ease.

Service

A good waiting staff member is able to relate to each table’s needs. Business tables, loving couples’ tables, a family outing all need different approaches.

Self respect and respect of others is paramount, as are professionalism and efficiency. A good memory is also important.

Make sure waiting staff know what is on the menu and if there are any specials which they can describe, but not in a fast monotone. No one will be taking it in, with the result that the specials won’t sell.

Waiting staff must be not only aware of what the dishes consist of but also wines by the glass, their types and what food they go with. They should also be knowledgeable about all the drinks on offer. It should not be just guesswork on their part. What kind of coffee do you buy? What brandies are there?

Waiting staff should make sure that there is sufficient space on the table before serving plates, vegetables, wine bottles, butter, bread and other items. It’s no good just pushing things around the table to fit them in, as it creates tension with the customer and a feeling of not being looked after appropriately, a kind of take it or leave it attitude.

When it comes to the bill be aware of people’s needs. Watch their body language. Be prepared. Ask if they would like anything more. Be around. Don’t buzz off to the kitchen to chat up the sous chef. Keep an unobtrusive eye on those valuable customers.

Lasting impressions: dos and don’ts

Do say goodbye as warmly as you greeted them. This will create a lasting impression. People don’t just go to restaurants for a good meal. They go for a good time out, a pleasing atmosphere, good service.

Don’t fawn, ingratiate yourself or be over-familiar. Don’t be loud or noisy. Don’t ever, ever be rude.

• Do be friendly, pleasant, efficient and professional.
• Enjoy yourself, but do keep your fingers off the volume control going clockwise. It’s not your party. It’s theirs.

MANAGEMENT SKILLS

A good manager shows self-confidence, has a complete understanding of the operation, maintains a good rapport between kitchen and restaurant and possesses charm. He or she is a leader, takes responsibility and can delegate well but must also be able to be hands-on without undermining other staff, eg showing them up before customers and other staff members.

The same dos and don’ts apply to the manager as well as to waiting staff (see Dress Code, Smoking, Behaviour and Service above).

The manager has ultimate control over the reservations and should plan each session successfully, eg delegating changes of seating to waiting staff to suit a particular party, noting special requirements, informing staff of these requirements.

The manager must be able to create the setting up of a table plan of the restaurant and number each table. It is essential in either a large or small restaurant to achieve the maximum table take-up. This is a skill that comes with practice.

They must be able to create and implement a clear booking plan with space for name, number of covers, time, table number, contact telephone number, and any special requirements or comments about the booking.

They also need to manage a daily seating time plan with times and numbers of guests. They must liase with the chef as to how many customers can be booked in at a specific time, eg 8 pm when the restaurant is at its most hectic. Or how many other tables can be accommodated if large parties are booked in. Balancing time and space is the key.

Make sure that staff write in bookings in a legible way and that all staff know how to take bookings.

STAFF ROTAS

Rotas are a vital tool to any restaurant so that, at a glance, everyone can see who is working or absent. They are made up on a weekly basis but, with good management, they can be worked out four weeks ahead of time, taking into consideration holidays, days off, staff shortages, overtime, busy times of year with more staff required. Include managers in the rota to show that all staff are equal and accountable.

It is important to put your or your chef’s managerial skills into practice here and be as fair to all staff members as far as possible. For example, unless specifically asked for, don’t pile all the evening work on some staff members. Give them equal numbers of day shifts to their co-workers so they have a night off with their family and friends.

Discuss the rota with all staff and follow up any complaints or dissatisfaction promptly as grievances can build up.

Print out staff rotas and preferably reprint if there are a number of changes to a rota so that confusion doesn’t arise. Otherwise a staff member may not turn up, mistakenly thinking they had swopped duties.

Below is an example of a staff rota for a small restaurant which is closed on Mondays, the sous chef taking over the chef’s work on Thursdays, the roles reversed on Tuesdays. There may also be more part-time waiting staff. If the owner is in charge of management he or she will be present most if not all days, but not necessarily all hours. Add these dates and times to the rota.

Staff	Tuesday	Wednesday	Thursday	Friday	Saturday	Sunday
Head	8–2 pm	10–2pm	off	9–2 pm	10–2 pm	10–4 pm
Chef	6–11 pm	6–11 pm		6–11 pm	6–11 pm
Sous	Off	10–2 pm	9–2 pm	10–2 pm	10–2 pm	10–4 pm
chef		6–11 pm	6–11 pm	6–11 pm	6–11 pm
KP1*	9–5	5–11	5–11	9–5	5–11	Off
KP2*	5–11	Off	9–5	5–11	9–5	9–5 pm
Waiter 1	Off	10–2 pm	10–2	6–11	10–2pm	11–5pm
		6–11 pm			6–11 pm
Waiter 2	10–2 pm	off	6–11 pm	10–2 pm	10–2 pm	11 – 5 pm
	6–11 pm			6–11 pm	6–11 pm

Cleaning tips

Cleaning is an essential part of any food business. It minimises the risk of food contamination, infestation and provides a pleasant and safe working environment.

To be effective, cleaning must be planned and incorporated into the staff rota:

• Adopt a clean-as-you-go policy with spillages and food debris when preparing food.
• Draw up a list of all items of equipment and areas for cleaning and how often they need to be cleaned.
• A separate list for toilet maintenance and cleaning should also be compiled.
• What materials and equipment need to be used for equipment and areas?
• Who is responsible for these jobs?
• Prepare a comprehensive scheduled programme.
• Review the programme if a new piece of equipment or a new area come into being.
• Store cleaning materials away from all food.
• Keep cleaning materials in their original containers.
• Don’t mix cleaning materials as noxious fumes can be given off.
• Never clean an area which is still being used by customers with bleach or other strong-smelling cleaners as the odour is extremely off-putting.
• If strong cleaning smells linger on after opening times find another type of cleaning agent, as customers really do dislike coming into a hospital-type smell and may not stay – or return.
• Wash hands after using any cleaning materials.