flying squirrel orgassesment

WorkForce TheFlyingSquirrelAssessment

1

PreparedbyWorkforce:ChristopherHudson,RobertHarste,&AshleyKeating

FlyingSquirrelBarAssessment2016


2

TableofContents

EXECUTIVESUMMARY.......................................................................................................................................3

I. INTRODUCTION..............................................................................................................................4

II. ASSESSMENTSTRATEGY............................................................................................................6

III. FINDINGS..........................................................................................................................................10

IV. RECOMMENDATIONS.................................................................................................................14

REFERENCES........................................................................................................................................................16APPENDIX

A. ORGANIZATIONALASSESSMENTCONTRACT........................................................................17

B. ORGANIZATIONALASSESSMENTINTERVIEW......................................................................18

C. ORGANIZATIONALASSESSMENTSURVEY...............................................................................19

D. FLYINGSQUIRRELTRAININGPROGRAM.................................................................................28


3

ExecutiveSummary

AfteraninitialobservationoftheFlyingSquirrelBar,ameetingwassetupbetween

WorkForceandownerDanRose.ThismeetinghighlightedthebenefitsofaWorkForce

collaborationwiththeorganization,anditwasagreeduponthatWorkForcewould

performanorganizationalassessmentforFlyingSquirrel.TheoriginalintentoftheFlying

SquirrelwastoprovideaplacetoeatanddrinkforthecustomersoftheCrashPad,ahostel

alsoownedbythefoundersofFlyingSquirrel.Thegoalsofthisassessmentwere(1)to

identifygapsbetweenFlyingSquirrel’smissionandstrategyand(2)toprovidefeedbackto

FlyingSquirrel,assistingtheminthecontinueddevelopmentoftheorganization.

TheFlyingSquirrelbarwishestobe“thethirdplacetogo”outsideofworkand

home.TheFlyingSquirrelisaplaceforthecommunitytoeatlocalproduceanddrinklocal

and/orcraftbeers.WorkForceapproachedtheassessmentbycollectingdataand

organizingtheobtainedinformationusingtheNadler-TushmanCongruenceModel.Several

methodsofdatacollectionwereusedincluding:individualinterviews,onlinesurveys,

observations,andarchivaldocuments.Attheendoftheorganizationalassessment,

relevantfindingswerereportedandprofessionalrecommendationsforthecontinued

successandimprovementofFlyingSquirrelwerediscussedandpresentedtothe

organization.


4

I. Introduction

TheorganizationalassessmentoftheFlyingSquirrelbarbeganinearlySpring2016.

Afterdirectlycontactingtheheadoftheorganization,aface-to-facemeetingwasscheduled

inordertodiscussthegoalsanddetailsofanorganizationalassessment.WorkForce’s

contractdocumentingthepurpose,timeline,andneededresourcesfromtheorganization

wassignbytheownersofFlyingSquirrelandallthreeWorkForceteammembers(see

AppendixA).DatacollectionandevaluationsconcludedattheendofApril2016.

ThestartinggoaloftheFlyingSquirrelwastoaccompanytheCrashPad,alocal

hostelalsobuiltandownedbyDanRose.Sinceitsopening,ithasbecomealocalhotspot,

andtheareaof‘SouthSide’hasbuiltuparoundbothorganizations.Toaccomplishtheir

mission,theyhavepromotedlocalfoodandbeverages,aswellasaidingthecommunity.

OrganizationDescriptionandHistory

TheFlyingSquirrelwasfoundedin2013whenthetwofoundersmovedto

Chattanoogainordertopursuetheirpassion:climbing.TheCrashPadhostelwasopened

firstinordertoaccommodatefellowclimbers,andanyoneelseinthecommunityneedinga

placetostay.AfterthesuccessfulopeningofTheCrashPad,attentionwasthenturnedto

thecreationoftheFlyingSquirreltoaccompanyit.WhiledesigningtheFlyingSquirrel,

onlylocallycraftedfixturesandfurnishingswereused.TheFlyingSquirrelwasmeantto

welcometheChattanoogacommunity,aswellasanyandalltravelerscomingtoexperience

Chattanooga.FlyingSquirrelemphasizesfreshingredients,aswellassupportingthelocal

community.Theyhavebecomeknownfortheirvarietyofspecialtyandlocalbeers,asthey

don’tofferpopularbrandssuchasBudweiser.Finally,theFlyingSquirrelstrivestobethe


5

kindofenvironmentwherecustomersgotounwind,socialize,andrelax.Unlikethe

majorityofpopularbarsinthearea,uniquefoodisservedevenlateintothenight,and

brunchisalsoserved.

CurrentState

Todate,FlyingSquirrel‘sannualrevenueisreportedtoberoughly$2,000,000with

around30employees,andislistedasprimarilybeingadrinking(alcoholicbeverage)and

fullservicerestaurantorganization.FlyingSquirrelisarelativelyneworganizationafter

beingbuiltin2013.Theirgoalistoprovideaplaceforthecommunitytogoand“hangout”

whileeatinglocalproduce,andimbibinglocaland/orcraftbeers.TheareaaroundFlying

Squirrelhasbuiltupsubstantiallysincetheyfirstopenedtheirdoors,furtheringthegoals

ofhelpingthecommunity.Asapeoplefocusedorganization,theirgoalofmakingsurethey

aretheplacethatthecustomerscancomfortablyunwind.Tofurtheraidthedevelopment

oftheFlyingSquirrelbar,andhelpthemreachtheirgoals,WorkForcedesignedafull

organizationalassessmentconsistingofdatacollection,evaluations,andrecommendations.

II. AssessmentStrategy

WorkForceusedtheNadler-TushmanCongruenceModeldisplayedbelow(Nadler&

Tushman,1975)astheframeworkforthisassessment(Figure1).Thismodelwasselected

becauseofitsassumptionthatorganizationsareopensystemswiththeabilitytoinfluence,

andbeinfluencedby,theenvironment.AccordingtoNadlerandTushman,theorganization

isthetransformationalentitybetweeninputsandoutputs.


6

Inputsarerelativelyfixedandincludetheenvironment,resourcesavailable,

organizationhistory,andevolvingstrategies.Resourcesincludecapital,rawmaterials,

technologies,people,andvariousintangibles,suchascompanyname.Anorganization’s

historydeterminestheculture,patternsofbehavior,whotheorganizationattractsand

recruits,andhowdecisionsaremade.Strategyistheprocessofdetermininghowthe

organization’sresourcesarewithintheenvironmentfor‘optimalfunctioning.’Some

organizationsarestrategic,whileothersreacttotheirenvironment.

Thekeyoutputsforthismodelaresystemfunctioning,groupbehavior,intergroup

relations,andindividualbehaviorandeffectiveness.Thesequestionsdeterminehow

effectivethesystemisasawholeisfunctioning.

Thetransformationalprocessincludesvariouscomponentsoftasks,individuals,

organizationalarrangements,andinformalorganization.Thetaskcomponentincludesthe

jobsrequiredandthecharacteristicsofthework.Theindividualcomponentconsistsofall

thedifferencesandsimilaritiesamongemployees,whileorganizationalarrangements

includeboththemanagerialandoperationalstructureoftheorganization.Informal

organizationisthesocialstructurewithintheorganization.Figure1belowprovidesa

visualrepresentationoftheNadler-Tushmanframework.


7

Figure1.Nadler-TushmanCongruenceModel

Beyondsimplylistinganddescribingthevariouscomponentsoftheorganization,

NadlerandTushmanemphasizetheneedforcongruencebetweeninputsandthe

componentsofthetransformationalprocess(e.g.,theorganization).Inconsistencies

betweenpairstheorizedtoresultinreducedorganizationalandindividualperformance.In

ordertodoasufficientdiagnosisWorkForce’sstrategyinvolved(1)identifyingthesystem,

(2)determiningthenatureofthekeyvariables,and(3)diagnosingthestateoffits.

AssessmentMethods

Toidentifytheinputs,Workforceutilizedavarietyofassessmentmethods:

• UnstructuredinterviewsandemailcorrespondencewiththeownerofFlyingSquirrel

wasdonetoidentifytheworkplacedynamics,relevantregulations,andmarket

information.


8

• Archivaldatawasprovidedintheformofonlinedocumentspertainingtoemployee

performanceassessments,selectionprocesses,traininginformation,andjob

descriptions.Thesedocumentsprovidedaclearunderstandingoftheorganization

andthejobrolestoaidWorkForceindevelopingadditionalassessmentmethods.

• StructuredinterviewswereconductedwithmostemployeesfromFlyingSquirrel.

Althoughnoteveryonewasinterviewed,agoalsetforthwastospeakwithatleast

oneindividualfromeachposition.Thesestructuredface-to-faceinterviewsinvolved

fourpre-determinedquestionsthatassessedtheperceivedmissionofthecompany,

theirprimaryresponsibilities,responsibilitiesthattookthemosttime,andwhich

responsibilitieswerethemostimportant(seeAppendixB).Individualinterviews

weredonewiththeexecutivechef,bartender,beermanager,linecook,fourservers,

andageneralmanager.OnememberofWorkForcequestionedtheemployee,while

anothermembertooknotesontheemployee’sresponses.

• WorkForceconductedmultipleobservationsattheFlyingSquirrel.Thetargeted

timesforobservationswereduringpreparationforopening,afternoonanddinner

hours,andhoursafter9:00pm.Thesedifferenttimeperiodswerechosentoprovide

awell-roundedviewoftheoverallfunctioningofthisorganization.

• Surveydatawasgatheredviaananonymousinternetbasedsurveydesignedand

hostedthroughSurveyMonkey.Employeeswereemailedananonymouslink

directingthemtoaninformedconsentformthatexplainedthepurpose,risks,and

confidentialityofthequestionnaire(seeAppendixC).Participantsanswered

questionsregardingtheirworkengagementandjobsatisfaction(seeAppendixD).

Thespecificmeasureswithinthissurveyincluded:


9

o TheAbridgedJobDescriptiveIndex(AJDI;Balzer,Kihm,Smith,Irwin,Bachiochi,

Robie,Sinar,&Parra,1997),acommonlyusedmeasureofemployeejobsatisfaction.

Foreachdimensionofthemeasure,employeesindicatedwhetheragivenphrase

describedtheirjob(seeFigure2).

Figure2.AbridgedJobDescriptiveIndexResponse

o TheUtrecthtWorkEngagementScale(UWES-9;Schaufeli&Bakker,2003)

measuredthelevelofworkengagement;specifically,engagementcharacterizedby

vigor,dedication,andabsorption.


10

III. Findings

FollowingtheNadlerandTushman(1975)modelforFlyingSquirrelasthe

identifiedsystem,ourfindingsrelatetotheinputs,outputs,components,andthenaturesof

thesekeyvariables.Ourinterviewsandobservationsrevealedthebasicresourcesforthe

organizationincludedtheproperty,equipment(cookingsupplies,furniture,and

computers),rawmaterials,andemployees(servers,cooks,bartenders,managers).As

previouslystated,thehistoryoftheorganizationwastoprovideacasualspotforresidents

oftheCrashPad.Althoughanexplicitstrategywasnotstated,thesevariousinputsserve

theorganizationalmissionofprovidingacomfortableenvironmentandqualityproducts

whilegivingbacktothelocalChattanoogacommunity.

TheoutputsforFlyingSquirrelinvolvesystemfunctioning,groupbehavior,

intergrouprelations,andindividualbehaviorandeffect.Informationfromgeneral

observationsandinterviewswithmanagementandemployeesprovidesalimited

indicationthattheorganizationfunctionsasintended.FlyingSquirrelappearssuccessfully

providingaplacetounwindandsocialize,whileservinglocalfoodandbeer.Structured

individualinterviewswithemployeesrevealedamoderateconsensusontheperceived

missionoftheorganization.Althougharchivaldataofeachjobdescriptionlisted

substantialbutclearresponsibilities,individualinterviewswithemployeesrevealedslight

deviationsregardingperceivedtasksandresponsibilities.Employeesreportedamuch

narrowerrangeofresponsibilities,sometimesasfewastwo,comparedtothe

approximately20-30taskslistedinthejobdescriptions.Althoughofficialperformance

evaluationswerenotanalyzed,employeesappearedtogiveastrongsatisfactionwiththe

performanceoftheircoworkersduringindividualinterviews.Analysisofsurveyresponses


11

showedthatemployeesfromeachpositionweregenerallysatisfiedwiththeirjobs.Survey

resultsalsorevealedastrongengagementofemployeestowardstheirwork.

Thetransformationprocessconsistedoffourmajorcomponentsthattransformed

inputsintooutputs.Basedoninterviews,archivaldata,andobservations,thetask

componentsconsistedofthevariousjobstobedoneandthecharacteristicsofthework

itselfforakitchenandbar.Mostoftheskillsrequiredcomefromtraining.Servertraining

lastsapproximatelyafullweek,withanexamadministeredonfoodandalcoholknowledge

attheendinordertocontinue.ThestateofTennesseerequiresthatallalcoholsellersand

bartendersbecomecertifiedthroughtheTNAlcoholicBeverageCommission.Inregardsto

individualcomponents,thetotalnumberofemployeesatFlyingSquirrelequaled30.Overall

engagement(i.e.,dedication,absorption,andvigor)wasaverage-to-highforallemployees

basedonestablishednorms.

Althoughtherewasnotanofficialorganizationalchart,theownersandemployees

emphasizedanorganizationarrangementanalogoustoa“upsidedownpyramid”.During

interviews,severalemployeesreportedfeelingunaccustomedtothistypeofmanagement

structure;however,surveyresultsshowhighlevelsofsatisfactionwithsupervision.

GeneralsatisfactiontowardsupervisionisillustratedinFigure3(note:becausesomeitems

ofthescalearenegativelyworded,ahighfrequencyof“No”responsestosomeitemsmay

stillindicatesatisfaction).


12

Figure3.AJDI-Supervision

Ingeneral,surveyedemployeesreportedhighlevelsofsatisfaction;however,the

resultsrevealedmixedsatisfactionregardingpromotion(seeFigure4).


13

Figure4.AJDI–PromotionOpportunities.

Servertrainingisroughlyaweeklong,followedbyanexamtotesttheirjob

knowledge(seeAppendixD).Theinformalorganizationalcomponentsappeartobeclosely

related.FlyingSquirrelmembersemphasize“servantleadership”,andregularlybroughtup

thesupporttheyreceivefromtheircoworkersandthesupporttheytrytogiveback.


14

IV. Recommendations

Ourobservations,interviews,archivaldata,andsurveyresultsindicatedthatFlying

Squirrelhasthepotentialtoremainastrongcompetitorinthebarandrestaurantmarket.

Theemployeesreportedhighlevelsofengagementintheirworkaswellashighlevelsof

satisfaction.Mostemployeesexpressedfeelingstrongsupportfromtheirmanagersand

coworkers.AlthoughFlyingSquirreldidnotappeartohaveanexplicitmissionorstrategy,

areoccurringthemefrommanagementwasprovidingqualityproductsandgivingbackto

thecommunity.Wheninterviewedabouttheirperceivedmissionoftheorganization,

employeesreportedthisgeneralthemetoasurprisingextent.Thisappearstoindicatethat

theunofficialmissionhasreceivedsignificantbuy-infromtheorganizationatalllevels.

AlthoughouranalysisindicatedthatFlyingSquirrelisastableinstitutionwith

numerouspositivefactorsrelatingtoitsemployeesandcustomers,thereareafew

recommendationsweinordertoensurethecontinuedsuccessoftheorganization.There

appearstobeageneralconsensusonthepurposeofFlyingSquirrel.Whetherthisisthe

desiredmissionoftheownersisunclear.Regardless,havingaclearlystatedmissionand

strategywillhelpensuremembersoftheorganizationbuyinandworktowardsthat

purpose.Itwillalsohelppersonnelidentifyareasthatobstructorganizationalgoals,and

increasethelikelihoodofthemofferingsolutionstothesedeterrents.

Althoughsurveyedemployeesreportedhighlevelsofsatisfaction,theresults

revealedalowerimpressionsregardingpromotion.Mostrespondentsreportedfeelinglike

therewerenotregularpromotionsofferedandthatopportunitiesweresomewhatlimited.

Inaddition,asmallsegmentofrespondentsindicatedthattheydidnotfeelthattherewasa

goodchanceforpromotionorthatthereweregoodopportunitiesforpromotion.Apossible


15

reasonforthistrendmaybethelimitedpromotionpossibilitiesinthisspecificindustry.

However,onerecommendationwouldbetomaketheopportunitiesclearthatexistfor

advancementandplaceaspotlightontheexistingemployeesthathavebeenpromotedfor

theirknowledgeandhardwork.

Basedonthearchivaldataprovidedbymanagement,thereappearstobeclearand

specificjobdescriptions.However,wheninterviewedabouttasksandresponsibilities,

employeeseitherreportedaverysmallamountofthedocumentedresponsibilities,or

listedregulardutiesthatdivergedfromthejobdescription.Althoughthereappearedtobe

abasicunderstandingoftheirrole,itwouldbebeneficialtoreviewthespecificlistedduties

toensureaclearunderstandingoftheholisticroletheyserveintheorganization.Itmaybe

worthreviewingthejobdescriptionswithmanagementandsubjectmatterexpertsto

determineifalltheresponsibilitiesareactuallyperformedbytheworkeroriftheyare

appropriatefortheposition.

Ourlastrecommendationisconcerningmarketingstrategy.FlyingSquirrelstarted

aspointofleisureforresidentsoftheCrashPadhostel.Theremightberoomforpromoting

theFlyingSquirrelasakeyspotfortravelersandoutdoororientedlocals.Contactingtravel

bloggerswiththeintentfeaturingFlyingSquirrelinthesetypesofsitescouldhelppromote

boththebarandhostelasaChattanoogahighlightforthisselectmarket.Stayingconnected

withlocalChattanoogaorganizations,likeclimbingcentersandthespecialtybicycleshops,

willalsoensureacrediblereputationwiththeircustomers.Webelievethatthese

recommendations,althoughminor,willhelpensurethecontinuedsuccessofFlying

Squirrel.


16

References

Balzer,W.K.,Kihm,J.A.,Smith,P.C.,Irwin,J.L.,Bachiochi,P.D.,Robie,C.,Sinar,E.F.,&

Parra,L.F.(1997).Users'manualfortheJobDescriptiveIndex(JDI;1997Revision)

andtheJobInGeneralscales.BowlingGreen,OH:BowlingGreenStateUniversity.

Nadler,D.,&Tushman,M.L.(1975).Adiagnosticmodelfororganizationalbehavior.

ColumbiaUniversity,GraduateSchoolofBusiness.

Schaufeli,W.B.,&Bakker,A.B.(2003).Utrechtworkengagementscale:Preliminary

manual.OccupationalHealthPsychologyUnit,UtrechtUniversity,Utrecht.

Smith,P.C.(1969).Themeasurementofsatisfactioninworkandretirement:Astrategyfor

thestudyofattitudes.


17

AppendixA


18

AppendixB

OrganizationalAssessmentInterview

Position:_____________________________________

o FocusGroup o IndividualInterview

1) Howwouldyoudescribethemissionofyourcompany?

2) Whataretheprimaryresponsibilitiesofyourposition?

3) Whattasksdoyouspendthemostamountoftimedoing?

4) Whattasks/responsibilitiesarethemostimportant?


19

AppendixC

Purpose of the Survey:The purpose of this survey is to identify aspects of your job and work environment that may benefit from future changes.What will be done:If you agree to participate you will fill out a survey, which will take no more than 10 minutes of your time. This survey includes questions about your work environment and feelings about your job. Some demographic questions are also included to understand differences between the positions at your organization.Benefits of this Survey:Your participation will lead to greater understanding your job and work environment, which could aid future development of the Flying Squirrel and/or the Crashpad.What are the risks to me?The risks of this survey are anticipated to be limited to the inconvenience of taking the survey. If you feel uncomfortable with a question, you can skip that question or withdraw from the survey altogether. If you decide to quit at any time before you have finished the questionnaire, your answers will NOT be recorded. We can only make use of fully complete surveys, however, so we greatly appreciate your full cooperation.Confidentiality:Your responses will be kept completely confidential. You will be assigned a participant identification code, and this is the only identification that will be associated with your survey responses (we will not be asking for your name). Only the researchers will see your individual survey responses and these responses will be stored in a locked storage room.Decision to quit at any time:Your participation is voluntary; you are free to withdraw your participation from this survey at any time. You also may choose to skip any questions that you do not wish to answer.Contact information:If you have concerns or questions about this survey, please contact us at [email protected] or 678-936-8145. By completing and returning this survey, you acknowledge that you have read this information and agree to participate in this research, with the knowledge that you are free to withdraw your participation at any time without penalty. Thank you in advance for your assistance and participation.


20

What is your current position title?

How long have you worked in the position indicated above, at Flying Squirrel?

2 / 9 22%

Prev Next


21

Job in General Think of your job in general. All in all, what is it like most of the time? Beside each word or phrase below, choose“Yes” if it describes your job“No” if it does not describe it“?” if you cannot decide

Good Yes No ?

Undesirable Yes No ?

Better than most Yes No ?

Disagreeable Yes No ?

Makes me content Yes No ?

Excellent Yes No ?

Enjoyable Yes No ?

Poor Yes No ?

3 / 9 33%

Prev Next


22

Work on Present Job Think of the work you do at present. How well does each of the following words or phrases describe your work? Beside each word or phrase below, choose “Yes” if it describes your work “No” if it does not describe it “?” if you cannot decide

Fascinating Yes No ?

Satisfying Yes No ?

Good Yes No ?

Exciting Yes No ?

Rewarding Yes No ?

Uninteresting Yes No ?

4 / 9 44%

Prev Next


23

Pay Think of the pay you get now. How well does each of the following words or phrases describe your present pay? Beside each word or phrase below, choose “Yes” if it describes your pay “No” if it does not describe it “?” if you cannot decide

Barely live on income Yes No ?

Bad Yes No ?

Well paid Yes No ?

Underpaid Yes No ?

Comfortable Yes No ?

Enough to live on Yes No ?

5 / 9

56%

Prev Next


24

Opportunities for Promotion Think of the opportunities for promotion that you have now. How well does each of the following words or phrases describe these? Beside each word or phrase below, choose “Yes” if it describes your opportunities for promotion “No” if it does not describe them “?” if you cannot decide

Yes No ?

Good opportunities for promotion Yes No ?

Opportunities somewhat limited Yes No ?

Dead-end job Yes No ? Good chance for promotion Yes No ?

Fairly good chance for promotion Yes No ?

Regular promotions Yes No ?

6 / 9

67%

Prev Next


25

Supervision Think of the kind of supervision that you get on your job. How well does each of the following words or phrases describe this? Beside each word or phrase below, choose “Yes” if it describes the supervision you get on the job “No” if it does not describe it “?” if you cannot decide

Praises good work Yes No ?

Tactful Yes No ?

Influential Yes No ?

Up to date Yes No ?

Annoying Yes No ?

Knows job well Yes No ?

7 / 9 78%

Prev Next


26

The following 10 statements are about how you feel at work. Please read each statement carefully and decide if you ever feel this way about your job. If you have never had this feeling, select the ‘0’ (zero) in the space below the statement. If you have had this feeling, indicate how often you feel it by selecting the number (from 1 to 6) that best describes how frequently you feel that way.

Never Almost Never Rarely Sometimes Often Very Often Always

At my work, I feel bursting with energy

At my job, I feel strong and vigorous

I am enthusiastic about my job

My job inspires me

When I get up in the morning, I feel like going to work

I feel happy when I am working intensely

I am proud on the work that I do

I am immersed in my work

I get carried away when I’m working

At my work I always persevere, even when things do not go well

8 / 9 89%

Prev Next


27

Lastly, if there are any other areas related to your job that you think require improvement, please describe them below.

9 / 9 100%

Prev Done


28

AppendixD

FlyingSquirrelTrainingProgram

HIRING PROCESS

1. Hiring the right people a. Guidelines to source and recruit the type of people we want to hire.

i. Using Facebook, Craigslist, word of mouth, etc. Start with our peers and current staff to find interested people.

ii. Recent, relevant experience iii. minimum X years in the service industry

b. After meeting minimum requirements set forth by management, set up a formal interview. (interview effectively)

2. After employee has been notified of employment: a. Availability of first day b. Send an introductory email stating:

i. First day of work ii. roughly how our training process works iii. instructions to log in to Hot Schedules iv. Important paperwork needed at start of first shift v. what to wear / bring to work

HELPING STAFF SUCCEED

1. Define the job a. Document job profiles (should we make?)

2. Follow a standard orientation process a. Introductory email (outlined above) b. First shift, show up 30 min. early to get paperwork in order and go over the Crash

Pad Hospitality handbook. c. Go over the training “compact” -- (seen below)

3. Document clear performance expectations / timeline a. Crash Pad Hospitality “passport”

4. Provide effective training a. In turn, we need effective trainers

i. incentives for trainers? ii. meet with everyone who will be training new employees beforehand to go

over all expectations and paperwork. b. Make sure we are working with the trainers and holding to the CPH passport /

guidelines 5. Provide informal feedback on a daily, weekly basis

a. Check in with a manager before leaving to see how the shift went 6. Provide written, formal feedback at least annually (self evals -- should document better

when someone starts to have these every 6 months)


29

TRAINING COMPACT Something both the trainer and trainee sign at the start of the training process. These could obviously be edited, but Zingerman’s uses this: TRAINER AGREES TO:

1. Document clear performance expectations 2. Provide training resources 3. Recognize performance 4. Reward Performance

TRAINEE AGREES TO:

1. Take responsibility for the effectiveness of their training This is all documented and kept track of by the employee’s training “passport,” which outlines all of their training expectations, the resources needed to complete these, where to find them, and when they should be completed by. Whenever something is completed, the trainer can sign off on the passport -- to be sure all of our bases are covered and all of the information is being presented properly. Having this all outlines as well as the knowledge we expect our staff to have on these passports gives our trainees something to work for and something to look forward to. Having goals clearly defined and an end goal in sight will keep people interested and psyched. This will also serve as a way to track our trainees progression. Meeting with the trainee and trainer at the end of each shift to recap would be useful as well. To have a more organized training schedule and to make sure everyone is being given all important information, I think that the following should be printed out and included in everyone’s training packet: (some of this we will need to create, but we probably should…)

1. Server Training Document FOR THE TRAINER that clearly outlines the trainee’s passport and all necessary information to be covered by the trainer.

2. Table number map (with seat numbers) 3. Opening Checklist (for servers or bartenders - depending on the position). 4. Wine bible (already done, but could likely use some updating) 5. Our current wine menu given with the wine bible 6. Basic beer styles guide (for someone newer to craft beer) 7. Our current beer menu given with the guide 8. Menu Descriptions 9. Our current food menu given with descriptions 10. Cocktail Recipes 11. Our current cocktail menu 12. Closing Checklist


30

Here is an example of what our training passport could look like: Day 1 At the end of day one, you should know:

- Where to park / enter the building / keep your belongings - The order in which to do opening duties, as well as how to perform them - The set up of all server stations and how to re-stock them - The table numbers and seat numbers for the entire restaurant - How to use the computer system (Aloha) - Our service expectations

- Our discounts (employee discounts, table discounts, etc.) - Our greet times - Bussing and prebussing importance - Our walkout policy

- Our wine, beer, and food expectations (and where to find these resources) - Side work to be completed when you are cut

Knowledge Area

Tasks Training Vehicle Tests / Measurement

Sign Off Date

Orientation Sit with Manager and go over all paperwork

30 min. prior to first shift with manager

passport stamped

Go over CPH handbook

30 min. prior to first shift / take home and review

passport stamped

Welcome to work!

Go over Server Training Doc. modified to represent Entering / Exiting the building - server sections

Trainer on Day 1 passport stamped

Opening the restaurant

Go over opening the restaurant with trainer


Go over opening priorities (what needs to get done when, etc.)


Tour de mop closet, liquor locker, dry storage, server stations, etc.



31

Table Numbers

Learn all table numbers

Table Map given out

Table Number test at the end of Week 1

Aloha Training

Cover all Aloha bullets in Server Training doc.


Service Expectations

Cover all points on Server Training doc.


Walkout policy



Misc. FAQs about TFS



Wine expectations

Know all of the wine we offer by the glass and by the bottle

Wine handout / email

Wine knowledge test at the end of training

Beer expectations

Basic knowledge of beer styles and what we carry

Beer handout (basic beer styles, along with a copy of our menu)

Beer knowledge test at the end of training

Food expectations

Knowledge of all menu items.

Menu descriptions Menu test at the end of training.

Tour of kitchen and food

Chef one on one time

passport stamped

Shift Meal! Try something new!

Free food and passport stamped

When you’re cut

Check with closing server, complete sidework, run checkout

Trainer on Day 1 passport stamped by manager


32

Day 2 At the end of day two, you should know:

- How to work your way onto the floor in the middle of service - what the SA position is all about; what it entails and the job responsibilities - How to deal with complaints or other issues with customers - How to close down the restaurant, and the order in which to do closing tasks

Knowledge Area


Sign Off Date

Welcome (back) to work!

Check service board and 86 board.

Meet up with trainer

passport stamped

Work with trainer on the floor

Trainer passport stamped

Food knowledge

Shift Meal! Try something new!

Free food and passport stamped

SA position Understand the purpose behind an SA and what they do


Complaints Understand how to deal with customer complaints


Closing down the restaurant

Closing checklist and how we close down the restaurant


Notes:


33

Day 3 At the end of day three, you should know:

- An in depth understanding of our food menu - All of our cocktails and their presentation - A better understanding (if you didn’t already have one) of beer styles and our beer

menu. - All of our pours (liquor, wine, beer)

Knowledge Area


Sign Off Date

Food Knowledge

Hang with Chef on expo.

Chef Passport stamped

Shift Meal Try something new

Free food!

Cocktail Knowledge

Hang in the well to watch drinks go out (time permitting)

Bartender Passport stamped

Beer / Wine / Cocktail Recap

Meet with manager to go over our menus and any questions

Manager Passport Stamped

Know our wine pours


Understand and know our beer pours


Notes:


34

Day 4 At the end of Day 4, you should:

- Feel comfortable serving our guests! - Feel prepared to answer any questions about our menu - Understand how to deal with complaints or other issues that may arise on the floor - Get a better understanding of the restaurant’s pace and how to succeed here

Knowledge Area


Sign Off Date

You’re running the show!

You are the server tonight and your trainer will follow YOU!

Your trainer Passport stamped


Free food!

Recap Check out with Manager

Manager Passport stamped

Day 5 At the end of Day 5, you should:

- Understand how the SA shift works and feel comfortable helping your peers

Knowledge Area


Sign Off Date

SA shift Work a brunch SA shift

YOU! Passport stamped

Food Knowledge


Free food!

YOUR FIRST SHIFT AS A SERVER WILL BE NEXT WEEK. To complete your training, you must come in 20 minutes before your scheduled shift, which is:

________________________________________________ to take a menu test. After you have passed the menu test, you will be approved to pick up additional shifts, trade shifts with your peers, and be on the floor full time.


35

Introductory email: We are so excited to have you join us at The Flying Squirrel! First things first. When are you available to start training with us? Our training process is pretty straightforward -- Your first week will consist of 4 training shifts concluded with an exam. Tues. or Wed. -- opening Wed. or Thur. -- closing Friday -- being shadowed Sunday -- SA Your exam will cover the information you have been provided in your training material (table and seat numbers, basic beer knowledge, our wine program, our cocktail program, and our menu). For your first day of work, please bring with you 2 forms of identification (for your I9). If you have a passport, that will cover both forms of ID, otherwise, please bring your drivers license and your birth certificate or social security card. We also require an up to date ABC card. If you wish to enroll in direct deposit, please bring a voided check with you as well. When you show up to work, please park in the rear of the building (Passenger Street) -- you can enter through the back cedar doors into the kitchen. Let me know if you have any questions or concerns -- Have a great week! We use Hot Schedules to send out weekly schedules. I have just added you to our system -- For log on purposes, your user name is: and the password is:. Please let me know if you have any difficulty logging in or viewing your schedule and I can help you. For all future scheduling requests or requests off, and to trade, release or pick up shifts, you can use Hot Schedules.


36

13. Server Training Document FOR THE TRAINER that clearly outlines the trainee’s passport and all necessary information to be covered by the trainer.

14. Table number map (with seat numbers) 15. Opening Checklist (for servers or bartenders - depending on the position). 16. Wine bible (already done, but could likely use some updating) 17. Our current wine menu given with the wine bible 18. Basic beer styles guide (for someone newer to craft beer)

flying squirrel orgassesment

Documents