Employee Management

HBar

M.Aldana

Employees

• Employees affect your profits in many

ways.

– they are important links in any cost-control

system

– They are your best merchandising agents

– They represent you and your philosophy

Staff Positions (Hotel Beverage

Service)General Manager

Food and Beverage Director

Beverage Steward

Banquet Manager

Temporary Bartenders

Temporary Servers

Bar Beverage Manager

Bartenders

Servers

Restaurant Manager

Servers

Controller

Storeroom Personnel Inventory Control

Purchasing Agent

Staff Positions (Bar-Restaurant

Beverage Service)

General Manager

Bar Manager

Cocktail Servers

Bartenders

Dining Room

Manager

SommelierDining Room

Servers

The Bartender

• The central figure of

the beverage

operation is the

bartender.

• Is an amalgam of

salesperson,

entertainer, mixologist

and psychologist.

The Bartender

• The bartender’s primary function is to mix

and serve drinks for patrons at the bar

and/or pour drinks for table customers

served by waiters or waitresses.

• They also serve as custodian and

caretaker.

Responsibilities of the

Bartender:• Record each drink sale

• Washing glassware and utensils

• Maintaining a clean and orderly bar

• Stocking the bar before opening

• Closing the bar

• Also acts as the cashier

The Bartender

• The bartender is typically a host and a

promoter whose combination of skill and

style translates into public relations

benefits that build goodwill and good

business.

The Bartender

• Bartending requires certain skills and

aptitudes, not the least of which are

patience, adaptability and a good attitude.

• The bartender must know the recipes for

whatever drinks the house serves and the

techniques for mixing them, and must be

able to work quickly and accurately.

• The bartender also needs a good short-

term memory.

Bartender Qualities

• A good bartender is a

good bartender, male

or female.

Bartender Qualities

• The bartender is a

good host.

• The bartender is a diplomat.

• The bartender is an authority figure.

• The bartender is a

role model.

• The bartender

knows how to

mix a drink.

• The bartender pays

attention to detail.

• The bartender is

imaginative and fun.

The Barback

• A barback typically relieves the bartender of all chores except pouring the drinks and handling the customers and the cash register.

– Setting up the bar

– Preparing garnishes

– Special mixes and syrups

– Filling ice bins

– Washing glassware and utensils

– Maintaining supplies

– Keeping surfaces, floor fixtures clean

The Server

• Beverage service at tables, is handled by

waiters or waitresses, a group collectively

referred to as servers.

• Servers record the customer’s drink

orders, transmit them to the bartender,

pick up the drinks, serve the customers,

present the tab, and collect payment.

The Server

• Servers also keep the serving areas clean

and return empty glasses to the bar.

• Sometimes servers use the cash register

to ring up their own tabs

• Like the bartender, the server is also a

host and a promoter.

The Server

• In many restaurants, waiters and

waitresses serve both food and drinks,

including wine by the bottle.

• Servers must be able to open a wine bottle

properly, carry out rituals of wine service,

and answer questions about wines,

specialty drinks, and recipes.

The Server

• Like bartenders, most servers are actively

involved in whatever control system

management uses to keep track of

beverages.

The Wine Steward or

Sommelier• Fine restaurants that feature elegant

service may have a management-level

employee who handles the ordering and

serving of wine.

• The wine steward (cellarmaster,

winemaster, wine captain, wine waiter)

presents the wine list at the table, makes

recommendations, discusses wines with

customers, and takes care of serving the

wine.

The Wine Steward or

Sommelier• Today’s wine professional focuses on

guest service: refilling water and

wineglasses, setting up and replacing

glassware, asking how appetizers tasted,

and generally keeping dialogue with

customers.

Security Positions

• Certain types of bars and nightspots may

have a need for crowd control.

Security Positions

• This may come in the form of a doorman

or door person, this person is expected to

keep order if there are long lines to get in,

to ask for customer’s identification and to

collect a cover charge at the front door.

Security Positions

• A door person may perform small but

significant acts of courtesy: opening doors

for customers, walking unescorted female

patrons to their vehicles, calling for taxis,

and keeping the lobby area looking tidy.

Security Positions

• Security needs may also call for hiring one

or more bouncers, individuals whose job is

to protect both bar patrons and employees

from unruly behavior.

Beverage Management

• High-volume establishments, large hotels,

private clubs, and restaurants may have a

person in charge of all wine and liquor

purchasing, storage, receiving,

requisitioning, and inventory control.

• This person must know a great deal about

wines and spirits and the entire beverage

operation.

• This person is known as the beverage

steward.

Beverage Management

• In large beverage operations, the

beverage steward may work for the

beverage manager or beverage director.

• In some large organizations, responsibility

for food-and-beverage service is combined

into one position called the food-and-

beverage director.

Qualities of the Best Bar

Managers• Business Training

• Market Knowledge

• Desire to Lead

• Maturity and Stability

• Financial Wisdom

• Street Smarts

• Legal Knowledge

Bar Manager

• A manager’s overall responsibilities may

include hiring and firing, training,

scheduling, and supervising personnel;

forecasting and budgeting; purchasing

beverages and related supplies or

requisitioning them from a corporate

commissary; maintaining records; carrying

out control systems; handling cash and

payroll; maintaining quality; and promoting

the enterprise and the merchandise.

Hiring and Scheduling

Developing Job Descriptions

• Job Descriptions are a written blueprint of

what is required in each job.

• To create job descriptions you need to

perform a job analysis.

Job Analysis

1. List each small task performed

2. Then the job specifications are written

3. Next is to list the qualifications for each

job

4. Combine the data from job analysis with

your list of personal requirements to write

a concise job description

Planning Staff Schedule

• Means matching the days and hours of

business and the peaks and valleys of

customer demand with work shifts that

make sense to employees and to your

budget.

Planning Staff Schedule

• 8 hour shifts should include breaks for

meals and short rest periods.

• Breaks should be scheduled during

periods of low volume if possible; if not,

your schedule should include someone

who can take over the job during the

break.

Job Interview

• The in-person interview of prospective

employees should have two phases:

– The interviewer should clearly explain the job

being offered, using the job description

– Next is that the interview should amplify the

data on the application.

Training the Staff

• The first part of the manager’s personnel

responsibility, explaining jobs and

assigning responsibilities, begins right

after employees are hired.

• Every person must learn exactly what is

expected of them: to whom they must

report, whom they are supposed to work

with, or supervise, how to use the

equipment and follow house routines, etc.

Benefits of orienting an

employee• They will be able to work faster and with

less confusion

• They will feel more confident in their jobs,

and this will be reflected in their attitude

toward work and in the way they relate to

your customers

• They will more easily establish good

relationships with coworkers

• They will be more likely to stay

Uniforms

• Attire has a psychological factor in job

satisfaction and performance. It sends a

positive message about professionalism.

• The use of uniforms is also a factor in the

overall design and mood of the bar’s

interior

• An attractive uniform is a marketing tool.

Uniforms

TRAINING

Bartender Training

• There was a time when bartending was

known as a way to earn some extra

money (part-time job).

• It is now a passionate profession – at least

to some people who understand how to

make a profit.

Bartender Training

• With the added

professionalism,

comes added

responsibility.

• This means more

training and greater

expectations.

Bartender Training

• Some bars designate one person as the

primary trainer for any new hire.

• The other option is to hire a beverage

training consultant.

Bartender Training

• Make sure the training program is

comprehensive

– Mixing drinks, recalling drink names,

memorizing recipes is only part of what it

takes to be a good bartender.

– Trainers must impart enthusiasm, ethics, and

continuous improvement as well as in-depth

knowledge of products.

– Cover technical aspects such as how to work

the POS

Bartender Training

• Allow sufficient time for training

– Can be:

– Two to three day intensive workshop

– Each day no more than four hours

– Weekly training

– Training should be mandatory

Bartender Training

• Use the kitchen staff and/or fresh

ingredients to assist in training

– Have staff members taste it

– Demonstrate flavor differences

Bartender Training

• Taste the wares

– Its ok to drink while on training sessions

Bartender Training

• Make the training as interactive and as

personal as possible

– Encourage discussion and use role-play to

build employee’s confidence and sales ability

Bartender Training

• Keep focus on professionalism

– Make sure employees understand that

training is still “work time”

– Attendance is being paid

– They should arrive promptly, in their work

attire, turn off cell phones and be ready to

learn and participate.

Sales Training

• Another reason of training is to impart

better sales and customer-relations skills

• This type of training is ongoing: it can be

done during short, weekly staff meetings

or monthly seminars

• Your servers and bartenders should sell

not only your beverages but your

enterprise as well.

Sales Training

• Product knowledge

– Let employees taste new menu additions

– Ask them to pick wines or beers that

compliment the food you serve

Sales Training

• Sales skills

– There are many opportunities to suggest a

beverage sale, your staff should know these

– Increasing sales can also mean increased tips

Sales Training

• Guest psychology

– Includes how to deal diplomatically with

problem customers: people who are loud or

aggressive, who have had too much to drink,

or making improper advances to staff and

other customers.

– It can also include safety training: what to do if

you are robbed, harassed, or in an

emergency situation

Sales Training

• Rules, etiquette and technique

– Procedures that every bar adheres to; to help

it run smoothly and professionally

Training in Beverage Laws

• Days when alcohol may be served (liquor

ban)

• Serving alcohol to minors

• Serving alcohol to those who are clearly

intoxicated

Tips on how to tell when people

are drinking too much• Keep track of the number of drinks served

• Recognize behaviors that might indicate

increasing intoxication

• Understand drink equivalencies (how

strong drinks are)

• Observe guests’ body type and sizes

• Encourage alternatives to alcohol (coffee

or dinner)

• Tactfully but firmly refuse to serve the

person who cannot handle any more

• “I’m sorry, but I’m not allowed to bring you

another drink.”

EMPLOYEE TURNOVER

Employee Turnover

• When it is necessary to let an employee

go, do so with dignity and fairness,

professionalism and compassion.

• If someone needs to be fired, the deed

should be preceded by a predictable

system of communication, documentation

and support.

Employee Turnover

• It is the opinion of some human resources

experts that high turnover and/or having to

fire anyone at all points to weak or

inconsistent management.

Labor and Employment Laws

• People with Disabilities

• Age / Gender / Race Discrimination

• Equal Pay

• Sexual Harassment

• Minimum Wage

• Sick Leave

• Other Benefits

Compensation and Benefits

• Tip Pooling

• Overtime Pay

Seatwork

• On a ½ sheet of paper (crosswise)

• Answer the following:

– What are the qualities of a good bartender?

– What are the qualities of a good bar

manager?

– Explain in 5 to 8 sentences each