THE STAFF INTERVIEW

The relationship between employer and employee may start when the manager says ‘start Monday’ and the applicant says ‘OK’. But what agreement has been come to?

Getting off to a good start

At the interview stage, the interviewer is keen to assess the capabilities of the interviewee re effort, general willingness and track record (if not taking on a novice in the business). At that ‘start Monday’ stage, the agreement is very imprecise and open to misinterpretation.

The employer is taking on an unspecified potential, the employee an indeterminate amount of work. Good interviewing practice, job descriptions, previous experience of the same type of work and the taking up of references all create a more precise and mutual understanding.

However, a job description can’t describe what effort will be required and is therefore imprecise. But all the usual conditions such as the work entailed, hours of work, shift times, payment, staff meals, behaviour and dress can be defined and clarified in a job description.

Therefore, it is a good idea to take on a willing applicant for a trial period before offering a permanent job.

If taking on new chefs, ask them to cook a dish or two from your menu then sit down with them and, over the tasting, discuss with them the outcome and what they would be able to contribute to the menu and style of cooking.

Although this may seem like a lengthy process, at least you will be able to choose a good chef rather than one who may look good on paper but can’t cook the simplest of dishes. And it will save you time and money in the long run.

During this process, you will be able to find out if the chef is familiar with and knows how to cook the ingredients on your menu. If the chef is unable to rise to the challenge of cooking steamed sea bass with a fennel sauce, for example, or even the best omelette, then you may not be talking the same culinary language.

To circumvent this procedure and to save time and money, find out as much as possible over the phone or by other means of communication before agreeing to an interview – and the cook-off.

Culinary checklist

You may also wish to have a culinary checklist asking, for example: What is your strongest area? Is there any section of the kitchen you feel less secure in?

Some possible subjects for the checklist:

Which can you cook?/cooked in your last job?

• patés and terrines;
• soups;
• breads;
• canapés;
• ice creams;
• sauces;
• dressings;
• game;
• fish;
• egg dishes: omelettes, eg Eggs Benedict;
• butchery;
• larder experience;
• working out GP – the kitchen’s gross profits;
• menu costing;
• purchasing.

Don’t underestimate the applicant who applies for a job without qualifications and experience. If the person displays a real enthusiasm and knowledge of food, and has a passion for cooking and learning, they may be just the one to take on for a trial period. He or she may just have that creative side that those with certificates lack.

The objectives of the employment interview

• To decide if the applicant is suitable for the job or, conversely, how suitable the job is for the applicant.
• To decide if the applicant will fit into the existing team and into the organisation.
• To get across the essential expectations and requirements of the job. The interview can be seen as part of the induction process.
• To gather information, evaluate it and make a judgement.
• To find out the applicant’s skills, experience and character.
• To assess the interest of the applicant in the business.

Ask open questions, not ones that can only yield a yes or a no:

• Tell me about your present job.
• What do you enjoy most about your job?
• Can you give me some examples?
• What did you enjoy about college?
• What did you get out of it?
• What made you decide to apply for the job?
• How do you find dealing with staff?
• Have you ever dealt with an uncooperative employee and what was the outcome?
• How do you feel about moving to this part of the country?
• How will this affect your home life?

When interviewing staff for either kitchen or front of house ask for references and follow them up.

During the interview

Do get across to potential staff the kind of high standards you expect from them including dress, cleanliness (are those nails and shoes clean?), behaviour (fag breaks are few and far between, for example, and not within eyesight of customers, either inside or out). Their flexibility (can they be called upon to do shifts at short notice?), their attitude to customers and the necessity of teamwork.

Find out if they are familiar with the type of food on offer and are willing to learn. Do they understand about wine and drinks service? If not, are they keen to find out? Can they work under pressure? With a smile? Are they motivated? Do they like working as part of a team? Do they look at you in the eye?

Or you may sense that they are only working for the money and will be out the door when the shift ends, not willing to add to the harmony and efficiency of the restaurant if extra tidying up, paperwork for example, is necessary.

Do you in turn give the impression of good management and organisation? Do you offer a decent wage according to experience and skills? Do you come across as a caring person who staff can come to in times of need? Are you approachable? Do you give enough information about your staff needs and expectations? Or will you spring something on them that wasn’t mentioned in interview after they have started working for you? You should offer a clear, concise contract with hours, duties and pay structure.

If an employee is to respond to customers’ needs they must know what the product or service is, its full breadth and its limits; what the business can do and cannot do as false promises to customers – and staff – can end in tears and recrimination.

They also need to know the rules of the organisation, and how to be sensitive and discreet.

This knowledge must be given to the employee and not found out by chance. Careful role definition and training is a necessity.

OTHER EMPLOYMENT TIPS

Draw up a job description

No matter how simple or low-level the job, the more information you put down, the better your chances of getting the right person for the job. Cover areas such as skills needed, any necessary training, and how much experience and responsibility the job requires.

References

Always take up references before someone joins your business. For a fuller, more in depth reply, phone the referee and ask questions such as ‘would you re-employ this person?’.

Make your employees feel welcome

First impressions count and the first three months of employment with a new boss, new colleagues and work are very important. Make your new employee feel welcome. Don’t just pass them by and say ‘are you all right?’ Spend a few minutes with them to find out if they are feeling included, the job not giving them difficulties but pleasure and satisfaction – or the reverse. Give praise where it is due. Keep a list of their birthdays and either wish them ‘happy birthday’ or give them a card (if the business isn’t too huge to handle this act of kindness).

If you run a small business you will be closer to your staff, suppliers and customers than in larger ones. Involve your employees in the work culture from day one and keep them up to date with the progress of the restaurant, especially any plans for future developments. Finding out from a third party can lead to disenchantment.

Appraise your staff regularly

Include a review system for each staff member. The business may have changed, perhaps creating more work for your staff. They may be finding it difficult to absorb without a dip in quality and service. Discuss any issues with the full team present.

Enforce strict ‘absence’ procedures

In order to deal effectively with absenteeism and late arrival at work, staff should be very clear about company policy. A staff handbook is an ideal way to state policies clearly, even if it is done on an in-house computer rather than going to the expense of printing it.

Areas such as holidays, sickness, absenteeism, lateness, dress code, makeup, jewellery, hair colour, type of shoes, smoking policy and using mobile phones at work should be included and clearly outlined. This applies to restaurants of all sizes.

Overtime

A couple of phone calls and you have arranged for some overtime with existing staff. Simple. But overtime can run out of control. First, it can undermine quality of service and secondly, it can undermine recruitment.

For example, people like to earn more but tiredness can and does set in. Patterns of good work turn into just getting by, with staff going through the motions and taking short cuts.

The longer the vacancy exists for that extra staff member, the more existing staff get used to the extra money. When recruitment does take place and a new member joins the team, he or she may be resented as wages decrease for those on overtime.

Be aware and take action if a new member of staff is required to be taken on so that overtime doesn’t spiral out of control. Its by-products will be a lowering of standards and creeping inefficiency.