Train Schedule

Employee-education programs improve customer experiences and profits

By Margaret Sheridan, Senior Editor -- Restaurants & Institutions, 7/1/2004

When the economy makes expansion an uncertain proposition, boosting unit efficiency is an alternative course to profit improvement. Many of the Top 400 chains report that they inaugurated or strengthened education programs for unit managers and crews in the past year.

Initiatives range from coaching and mentoring to watching videos, learning online and role-playing. They include group tasting and discussion sessions and converting customer evaluations to actions and improvements. Regardless of the form it takes, training can grow business and nurture employees.

Captain D's online training program was recognized as one of the industry's best.

One new effort at Old Spaghetti Factory focuses on encouraging employees to cultivate relationships with guests, rather than processing customers, according to Chris Hein, vice president of marketing for the Portland, Ore.-based chain. The program, developed over a two-year period, is based on information from focus groups of customers and employees.

“We asked what works and what doesn’t. People talked candidly,’’ says Hein. The result—a program labeled “Service to the Nth Degree”—urges employees to inject their personalities into service. Eye contact and conversation help them tailor service to customers needs. One of its principle is the “5 to 10” rule. “At a five-foot distance, the employee talks with guests. At 10 feet, they acknowledge their presence with eye contact,’’ says Hein.

Managers work with employees to set performance goals, and then provide written and verbal appraisals. Employees have 45 days to attain them. Another measurement tool is information from a 14-question evaluation form customers volunteer to fill out. Employee response is positive, he says, adding that they feel more like a team. Their contributions to the customer experience is valued.

Peer Pressure
New menu items call for training outside the kitchen as well. Buffalo Wild Wings Grill & Bar’s plan to introduce a separate dessert/drink menu posed a training challenge for the Minneapolis-based chain. The company knew that unit staff would have to learn or polish skills related to wine service, drink garnishes and dessert presentation. In-house trainers spent eight months writing material for a training video on the menu upgrade.

The 60-minute video was introduced at regional meetings for general managers and beverage directors of its 268 units, according to John Hinz, Buffalo Wild Wings’ senior director of marketing. The goal was to have all staff reach the same basic skills level in areas such as bottled wine service and dessert presentation.

“We’ve used training videos before, but never for a menu upgrade. This could set a precedent for more,’’ says Hinz.

Travel Incentives
To better promote Bonefish Grill as having fresh, fun and exciting food and beverages, the Tampa-based chain agreed to invest in training. A beverage-director position was added at each restaurant, with responsibility to coach staff.

Training had to be uniform and consistent, especially in a new wine program that has three separate lists. Trainers looked for applicants with curiosity and enthusiasm about wine, not expertise, says Bonefish President John Cooper.

Daily tastings and monthly seminars were introduced. Each server sets a sales goal and is accountable to the unit manager. “If you hire the right person, add coaching goals and be patient, that employee will be able to market any program with confidence,’’ says Cooper.

Winning Online
Employee-training efforts need consistency and direction, and Nashville, Tenn.-based Captain D’s Seafood believes its Captain’s Compass program provides both. In 2000, the chain installed computer terminals in each of its more than 560 units. Training modules guide employees’ understanding of tasks and responsibilities at their own paces; managers track progress online.

Having a standardized training program available to franchisees as well as company stores “helps to ensure that our operations are consistent through the system,” says Captain D’s President & CEO Ron Walker. Captain’s Compass won this year’s Winning Workforce Award in the quick-service category from the Chicago-based National Restaurant Association Educational Foundation.

Other chain operators among the Winning Workforce Award recipients: Monical’s Pizza, Bradley, Ill. (full service: family); K-Bob’s Steakhouse, Albuquerque (full service: casual/theme); Palm Restaurants, Washington, D.C. (fine dining); and Jamba Juice, San Francisco (specialty).

Striking Gold
In March and April, the 37-year-old, Carrollton, Texas-based Taco Bueno quick-service chain challenged crews at its 124 restaurants to post the lowest average drive-thru service times (electronically monitored continuously in each unit) during the 7-week event. The system was divided into four regions, with prizes of $1,000, $500 and $250 awarded to crews of the top three scorers in each. Another $1,000 went to the top overall performer.

With 57% of Taco Bueno’s sales coming at the drive-thru, improving service is vital. The chain says that about 30% of units were at least 20 seconds speedier during the contest, and that drive-thrus added another 2% to 5% share of total sales in many locations.