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June 2007

June 2007. Trends and Directions. Prepared by:. Overview . The Restaurant Employee. Face of the organization. The “Brand Ambassador” employee is critical. First link to Consumer Brand Advocates. Technomic Proprietary Study. LSR and FSR. Focus Groups. Conducted May 2007.

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June 2007

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  1. June 2007 Trends and Directions Prepared by:

  2. Overview

  3. The Restaurant Employee Face of the organization The “Brand Ambassador” employee is critical First link to Consumer Brand Advocates

  4. Technomic Proprietary Study LSRandFSR FocusGroups ConductedMay 2007 FOHEmployees

  5. Casual/Upscale Casual Traditional QSR Midscale QuickCasual FineDining LSR FSR

  6. Relevant Secondary Sources • Inside and Outside the Restaurant Industry • Best Practices • Worst Practices Other Influences for Today’s Presentation:

  7. Today’s Presentation Illustrates: What employees are thinking What creates stress How it can be reduced Favorable workplace attributes How the above impact an employee’s Brand Ambassador behavior

  8. The “Typical” FOH Workplace Five Employee Types “Home at Last” The Timex Crowd The Teeter Totters Energy Vampires The W-2’s

  9. Employee Brand Ambassador Support Structure Respect Communication Personal Growth

  10. Respect of all employees believe management treats them with disrespect

  11. Respect The Individual Effort/Performance Employee Judgment Working Environment Engaged Unit Management

  12. The Individual Recognize the person “I’m unique” Employees respect concept positioning Personalization within the system

  13. The Individual Independent restaurants often less structured “I’m unique” Often promotes a unique, local feel Many customers find appealing

  14. Effort/Performance of employees say their good work goes unrecognized

  15. Effort/Performance Employees appreciate “acknowledgement gestures” Acknowledge/Appreciate Often costs management nothing but the time to be aware Sincerity a must Motivating

  16. Effort/Performance Successful incentives come in more than one format • Non-Monetary • Time and unit management understanding are worth their weight in gold “Personalize” Monetary

  17. Employee Judgment of employees say they don’t have the decision-making authority they need to do their jobs well

  18. Employee Judgment Trust Empowerment Train me well and trust in my ability I need to be able to do what’s right I really don’t want to let you down

  19. Working Environment of employees believe their organization tolerates poor performers

  20. Working Environment Everyone needs to pull their weight Respond to the “Situational Sense of Urgency” • Teamwork • We’re all in this together Employees are aware

  21. Working Environment The Result Poor employees will often weed themselves out Coworkers find ways to hold each other accountable Little tolerance for those who don’t Most employees have empathy

  22. Working Environment Consistency Watching what unit managers say and do • Multiple perspectives • Self • Comparative What are the ground rules? Extremely adaptable

  23. Working Environment The hiring impact Employees often rated “Liking the people I work with” as the most enjoyable aspect of their job Managers need to hire with employee dynamics in mind Customer can sense workplace discontent

  24. Working Environment The hiring impact • Employees felt that the best new hires possessed “a real desire to satisfy the customer” • Intuitive understanding of consumer needstates Situational questions during the interview process important

  25. Engaged Unit Management of employees believe management makes poor decisions

  26. Engaged Unit Management of employees say their boss doesn’t positively motivate them

  27. Engaged Unit Management of employees believe their organization is not well managed

  28. Engaged Unit Management I have to respect the manager • Be there when I need you • “Support my efforts” Not afraid to get hands dirty People skills critical Don’t micro-manage Be visible

  29. Communication Company Values Expectations Receptive Ears

  30. Company Values of employees don’t feel committed to their organization

  31. Company Values Is the concept “Keeping it real?” Employees identify with the essence of the concept and its leaders A vested interest plays a role in going “above and beyond” What is the company trying to accomplish? Give me a reason to care

  32. Expectations of employees are insecure about their job

  33. Expectations Minimize accountability unknowns Provide points of reference for current and future training “Sense of mystery” sets the foundation for stress Employees want to succeed

  34. Receptive Ears of employees do not feel free to voice their opinions openly

  35. Receptive Ears of all employees say management doesn’t listen to them

  36. Receptive Ears of all employees say management fails to act on employee suggestions

  37. Receptive Ears Unit management encourages dialogue • Closest point of customer contact • “I am intelligent” • Functional expert • Operating “Best Practice” Conduit for the employee with a “vested interest” “I want to know where I stand”

  38. Growth Making a Difference Provide Tools for Success

  39. Making a Difference of employees do not feel their work provides them with a strong feeling of personal accomplishment

  40. Making a Difference As an employee and a person • Unique to the individual • Sense of fulfillment • “Leaving their mark” Unit manager an enabler At work and away Multiple beneficiaries

  41. Provide Tools for Success of all employees say they need more training to do their job well

  42. Provide Tools for Success Initial training • Set me up for success • I need to feel comfortable “Being busy” is no excuse for inadequate training Flexibility for the individual Consistency

  43. Provide Tools for Success Product Training Product knowledge contributes to success “Pride in Product” factors heavily into Brand Ambassadorship Deficiencies in this area primary contributor to employee stress

  44. Provide Tools for Success Ongoing Training Inadequate training often sets the foundation for turnover • Ongoing opportunities to learn are important • “Stay sharp”

  45. Provide Tools for Success Customer Satisfaction Employees consider “Interacting with customers” a “job positive” Most employees want to make customers happy “Welcoming” and “Responsive” environment Assist employees

  46. Provide Tools for Success The power of mentors • All employees need peers and mentors • Information, advice, suggestions, and help Extremely critical for new employees Learn more by “doing and interacting”

  47. The Operator Perspective: Retaining Employees Supportive and Positive Workplace Recognition and Respect Employee Involvement Listening Source: American Express “Keeping Good Employees” Questionnaire

  48. Operator-Level Assistance? Customers Staff/Employee Supervisor/Manager GM Regional VP’s CEO

  49. Questions?

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