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POKERHACK- thanks for the detailed response - very thought provoking. You're right I can't run shifts 7 days and still grow a business. Changing this is #1 priority. But I'm not confident my current roster is right to take the responsibility from me. Maybe I'm expecting too much, maybe I need to keep finding the right people. Not 100% sure.
Can you elaborate a little bit about the bonus structure for your hourly's? How do they manage to earn 1-1.50 more per hour. Is it based on ticket average or certain upsell items, etc?
Also what does your hiring process look like? What recruiting resources are you using and then what does it take for an invididual to become part of the team. And then training? Everyone starts at minimum + .25 and bottom of the totem pole? Or do you occassionally hire for a position?
Thanks
Our crew bonus program is actually through FG. I talk about it in my AMA, but essentially all FG stores are audited by outside diners twice weekly (once during the lunch shifts and once during dinner) and if the crew scores perfectly they split a bonus payment of around $300 per shift. This audit is very comprehensive and includes the guest experience from the time they approach the store, to cleanliness of everything, crew attitude, efficiency (ticket time), accuracy, and it does include the only real upsell in the system, "Fries or Drink?". This is a fantastic program, and works well on many levels.
Our hiring process could improve, as primarily we hire from those that apply in the store. Store GM's do most of the interviewing, although we also include the Manager in this process, both as training, and because it helps with buy-in on new hires by the entire leadership team when they feel like decisions are shared. We also tend to get referrals from our existing crew members to their friends and family members. This can be a double edged sword, but generally as long as you make people aware that their recommendations are a reflection on them, they tend to tell the truth about their potential. We bring most in at the bottom rate, but have on occasion made exceptions. As we get bigger we have had some situations where we have looked outside for filling some positions, but we really try hard to find people internally that we can train. We have been able to keep good bench strength in our system, but it continues to be our biggest challenge, especially as we grow our store count.