How to Write a Job Listing That Attracts Stellar Professionals

How to Write a Job Listing That Attracts Stellar Professionals

by | Feb 20, 2017 | Business Toolkit, IndiTips, Management

The job listing is the first step towards getting that truly stellar employee. It lets the right people know what you are looking for and lets the wrong people know to keep looking. On top of this, you want to write the job listing in a way that gets qualified people excited about working for you. Below are listed a few tips for attracting your dream candidate through the job listing.

Tip 1: Read other job postings from a job seeker’s perspective

Before writing your job listing read through your competition’s and imagine what about these posts would attract you if you were looking for the job on offer. What sort of keywords would a sous chef or server use to find a posting? What is the competition offering that a FOH employee might like? This will help you not only see what you are up against, but also what will make you attractive to job candidates.

Weave in adjectives and a bit of your restaurant’s philosophy.

Tip 2: Write a concise and interesting description of the position

Include a short description of the tasks your future employee will be performing. Your star candidate wants to know beforehand if your BOH position involves dish-washing or inventory tracking. They need a concise and clear idea of the basic position and job duties. If you’re stuck, use our job description templates to get started.

This does not mean you put up a boring run down of every task and relationship involved. You want to explain why your restaurant is a great place to work as well as what they can expect once there. Weave in adjectives and a bit of your restaurant’s philosophy into your job description. Just keep the core duties clear.

Tip 3: Write a catchy but descriptive headline

A headline saying, “Big Bucks In Restaurant Biz!!!” makes people think you are a scam, and a headline saying, “Waitress Wanted” makes people’s eyes glaze. What’s more, neither of those headlines explain why someone should work at your restaurant in particular.

Try thinking of a unique feature of the job that a promising candidate might find intriguing. “Server Position Open – Flexible Hours In Busy Restaurant” would catch an applicant’s eye. “Chef Wanted for New Restaurant. Join Us On The Ground Floor” sounds fun to a dedicated chef looking to expand horizons.

Pro-tip: Skip the exclamation marks, too. The words ‘competitive pay’ and ‘fast-paced restaurant’ are eye-catching enough without them.

Tip 4: Describe your restaurant’s work environment

Job seekers want to know what restaurant they will be working in. Include the address and name of the restaurant in your posting, even if you want them to send their application somewhere else. List what type of food you serve and the general atmosphere. This lets the applicants know what sort of environment they will be working in. Especially if you are FOH, this can be a deal-breaker.

The restaurant business is fast-paced and constantly changing so give yourself some wiggle room.

Tip 5: Stay flexible

The restaurant business is fast-paced and constantly changing. You will want to give yourself some wiggle room when it comes listing benefits and job duties so that you aren’t locked into something you can’t do. Acknowledge up front that while you listed the core duties in the posting, there will be other tasks involved.

Instead of naming the hourly wage, offer a range of wages or simply say that you offer competitive compensation. Naming a specific benefit package can discourage potential applicants from applying for jobs that don’t carry the particular benefit they are looking for. Not mentioning that extra jobs may crop up sets you up to argue with the employee over their prescribed duties.

Tip 6: List specific qualifications

It is a hassle to wade through applications from job seekers who are manifestly unqualified for the job. Unfortunately, qualifications are not always obvious, so you will have to spell them out. If you want your chef to have had experience before applying for your job, say something along the lines of “Needs at least 1 year of experience to qualify.”

Be careful to keep to qualifications strictly job-related or you will open a can of legal worms; writing that you will only accept women for your FOH jobs or that you won’t hire anyone over 50 opens you up to lawsuits over discrimination. If you have a job that requires particular physical abilities, list only those essential abilities. Saying that the job requires lifting 20 pounds is an honest description; saying that someone needs to be able-bodied leaves room for interpretation, which is never good.

Have a few people read over your listing before you post it.

When your listing is complete, have a few people read it over before you post it. Having a few eyeballs on your listing will catch spelling errors and parts that are muddled so you can make the listing as clear as possible. The job listing is a vital first step in staffing your restaurant with the people it deserves. Following these tips will make sure your job post is the best it can be.

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Employee Turnover: Get Ready, It Happens — 5 Ways To Slow It Down

Employee Turnover: Get Ready, It Happens — 5 Ways To Slow It Down

If you own or manage a restaurant, according to the laws of averages, you should expect to replace almost three-quarters of your workers each year! However, you can cushion yourself against losses in productivity and profitability and reduce turnover by developing solutions based on the reasons restaurant turnover occurs.

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5 Ways to Help Your Restaurant Survive Past the 5-Year Mark

5 Ways to Help Your Restaurant Survive Past the 5-Year Mark

by | Feb 15, 2017 | Business Toolkit, Management

You have set out on a new venture: owning and running a restaurant. Armed with your great grandma’s secret recipes, you sign the lease for a location in the heart of the action and begin your quest to rule the restaurant world. Most owners start out with lofty goals and a heavy dose of optimism only to realize later on that the restaurant industry is fickle and unapologetic. Recent statistics state that 60% of restaurants fail the first year with a whopping 80% not making it to the fifth year. Here are five tips that can help your restaurant survive and thrive for more than five years.

Location

You have heard it time and time again…location, location, location. You might want to end up in one of the hippest spots out there, but it’s going to cost you a lot of money. Rent is going to take a big chunk out of your profits each month so choose wisely. You also need to consider the surrounding environment, accessibility and visibility, as well as traffic around the area.  Do you want your restaurant to reflect a romantic ambiance and scenic views or emanate hip and trendy vibes?

In the digital age, we rely on the internet more and more to spread the word.

Marketing

Make sure you budget enough money to handle promotions. If you don’t let people know you are there, then they won’t come. Unfortunately, word of mouth isn’t as effective anymore. In the digital age, we rely on the internet more and more to spread the word. That doesn’t mean you can’t do more old-school type approaches.

Get to know the companies that are in business around your restaurant and let them know about you. They can serve as potential income sources for busy, work lunchtimes. Create a user-friendly, and attractive website that showcases your menu. Get involved in social media. Consider creating loyalty programs that keep them coming back.

Serve Quality Food

You may not even know it, but the food you are serving could be sub-par. Great tasting food should be very high up on your priority list. Not sure if your food is meeting expectations? Set up tastings with employees and friends to see what your food might be missing. Get critical feedback so that you can adjust recipes as needed or reevaluate restaurant processes like quality control. Once you have the recipes tweaked to perfection, leave them alone. Customers do not like coming back to restaurants and finding that their favorite dishes have changed.

Hire people with the attitudes that you want to exemplify in your restaurant.

Surround Yourself With a Strong Team

If you are the restaurant owner, consider becoming actively involved in the hiring process. Hire people with the attitudes that you want to exemplify in your restaurant. Do you want go-getters who are outgoing and motivated? Or do you want employees who appear more polished and professional? What is your restaurant trying to convey?

Keep that team strong by showing appreciation for their work and efforts whether it be employee of the month, bonuses, or paid time off. Happy employees will also help spread the word about your wonderful restaurant.

Hire a Good Accountant

Maybe you are really good with people and food, but lack financial skills? Many restaurants go belly up because the owners are not very familiar with managing costs and get in over their heads. Why not hire someone with extensive experience in managing the financial side of a restaurant? This person can help point out any red flags such as wasteful operation costs or unrealistically high rent.

Before you dive into something as risky as owning a restaurant, do your research. Evaluate the competition and study the business models of successful restaurants. Running a restaurant is not for the faint of heart, but if you do your homework and work hard, you just might beat the odds and own a restaurant for years to come.

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Employee Turnover: Get Ready, It Happens — 5 Ways To Slow It Down

Employee Turnover: Get Ready, It Happens — 5 Ways To Slow It Down

If you own or manage a restaurant, according to the laws of averages, you should expect to replace almost three-quarters of your workers each year! However, you can cushion yourself against losses in productivity and profitability and reduce turnover by developing solutions based on the reasons restaurant turnover occurs.

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Why Half of Your New Hires Could Leave in Less Than a Year

Why Half of Your New Hires Could Leave in Less Than a Year

by | Feb 13, 2017 | Business Toolkit, Management

Some hospitality businesses are beginning to notice a trend. Of all new hires made within the previous twelve months, only half of them are choosing to stay on at their jobs. Most who leave do so before the one-year mark, which adds to the pressure being placed upon businesses. To understand why an online staff management company studied their 2016 employee retention report.

More than thirty thousand employees from almost two thousand small businesses were surveyed. The data clarified the challenges that numerous establishments face in regards to keeping and losing staff.

Hospitality businesses were compared with those in construction and manufacturing, healthcare, and retail. Healthcare retained employees the longest, with the average tenure lasting fifteen months. Retail and construction and manufacturing tied for second with twelve months each, while hospitality only reached an average of eight months.

Employees are in need of incentives to encourage them to maintain a high level of efficiency.

Regardless of the industry, all employees experience “life cycles” throughout the course of the job. The first few weeks – and sometimes months – are spent settling in and learning the required tasks. It is during this time that business owners invest in the worker’s development and training. As the employee learns and grows, he or she gradually becomes more proficient and reaches peak productivity. Employers like to see new hires reach this point as quickly as possible.

However, employees are in need of incentives to encourage them to maintain that level of efficiency. When this does not happen, they begin to disengage from their job. Eventually, they become bored and dissatisfied with their role in the establishment, and many choose to seek employment elsewhere.

Businesses with low staff retention rates see a very short period of peak employee productivity.

Businesses with low staff retention rates see a very short period of peak employee productivity. The business owner spends the time and money for hiring and training, yet within a matter of months, workers disengage and begin to consider leaving the job.

What does this mean for these businesses? Ultimately, it all translates into higher overheads, diminished customer service, lower employee morale, and less focus placed on the business itself. All of these factors can be detrimental to the establishment’s success and future growth.

It can be tough to place a strict figure on hiring and training new workers. Consequently, the true cost of low employee retention is often difficult to identify. Studies in the United States estimate that the cost of replacing a worker who earns $8 per hour sits at nearly $10,000. Additionally, that narrow window of peak job engagement can damage the overall productivity of the business. Too much time is spent managing new hires and recruitment, and disengaged workers can have a negative effect on customer service and loyalty.

One of the main reasons behind high turnover rates in the hospitality sector may have to do with the age of new hires.

One of the main reasons behind high turnover rates in the hospitality sector may have to do with the age of new hires. There is a prominent reliance on the employment of younger workers, many of whom are trying to fit in their work between studying and classes. Several establishments also hire seasonally, which causes a fluctuation in new hires at certain times throughout the year. In hindsight, it really is no wonder why there is such an alarming drain on employees.

So how can hospitality establishments improve employee retention?

  • Do not use the trend as an excuse. While this particular sector is known for high turnover and low retention, simply accepting it as fact puts the business at risk and impedes growth.
  • Look at how it is done in other industries. Most sectors look for employee commitment and skills, not necessarily youthful faces. Some retail businesses actually prefer older workers because they are viewed as more mature and therefore more likely to consistently deliver better customer service. They also tend to be more loyal to their employers than their younger counterparts.
  • Change the overall mindset. Retention should be viewed as a strategic investment for the continued growth of an establishment.
  • Consider offering recognition and rewards to employees. All workers want to be acknowledged that they are doing well at their job. In doing so, it will boost morale and motivate employees to keep performing at their best.
  • Consider promoting the best talent. Most workers want to advance through the ranks rather than return to the same routine tasks for the rest of their lives. Promotions give them the opportunity to develop and can mean the difference between a career and “just a job.”

At the end of the day, a number of new hires will leave early on no matter what. The key is to focus on retaining those that are more likely to stay and optimizing hiring practices so that you’re attracting long-term employees.

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Employee Turnover: Get Ready, It Happens — 5 Ways To Slow It Down

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If you own or manage a restaurant, according to the laws of averages, you should expect to replace almost three-quarters of your workers each year! However, you can cushion yourself against losses in productivity and profitability and reduce turnover by developing solutions based on the reasons restaurant turnover occurs.

read more

Experience Sirvo for yourself

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5 Ways to Help Your Restaurant Survive The First Five Years

5 Ways to Help Your Restaurant Survive The First Five Years

by | Feb 6, 2017 | Business Toolkit, Management

An Ohio State University study found that 60% of restaurants don’t make it a full year in business, and a whopping 80% fail before they reach their fifth birthday. The odds for new restaurants aren’t great. But, the reward for those who are able to dig their heels in and endure, is great. So, what can be done to give your restaurant the best possible chance at success? Below we outline five priorities to keep in mind as you navigate the first five years of business.

1. Be flexible even if it makes you uncomfortable

Most restaurants don’t happen overnight. Instead, they happen after many months and likely many years of dreaming. Those dreams become plans that are specific and personal. But, reality and planning don’t always mesh, and when they don’t flexibility is key.

For instance, a menu item you’ve always done the same way may need to be revamped when a specialty shop featuring a dozen versions opens up down the block. This can be an issue in any aspect of the business… far beyond the menu.

Whatever it may be, one thing is certain: businesses that fail to adjust also fail to survive.

2. Have patience and faith in your staff

It’s a mistake to believe that every employee you hire will have the same vision and skills that you do. Not only has it been proven that having a flexible boss makes for healthier employees, but it also ensures you don’t miss untapped potential.

See your staff as the individuals they are, each with unique viewpoints and talents.

Don’t make the mistake of overlooking employees with a load of potential simply because they learn differently than you teach. Or communicate differently than you do. See your staff as the individuals they are, each with unique viewpoints and talents. They are more likely working with the best of intentions, and if they’re not, it could be because they aren’t sure they’re in an environment where their well-being is at the forefront.

3. You have to be willing to reflect

It can be so very easy to fall into a rhythm that fails to critically analyze every meal service. Especially when things seem to be going well. But, it is crucial that each and every component is assessed with consistency.

In regards to sub-par preparation and execution, celebrity chef Robert Irvine says, “Day-in and day-out food preparation and presentation becomes routine — sometimes almost a factory-like motion — and can lead to steps being skipped and key ingredients missed over a period of time. It’s like de-evolution. Very slowly your most popular dish can start to veer off its intended flavor profile and your cherished execution can stray from what is best for the end product.”

Always re-evaluate, but do so while shouldering the responsibility that your role requires.

4. You have to really care about the customers

While all of us in the service industry have smiled our way through bad days, if you’re going to make it for the long-haul, customer service has to be genuine. Today’s customer can spot a lack of authenticity from a mile away. The surest way to lock-in customer loyalty is to care about their experience and to prove it to them.

“Customer concerns come in infinite varieties, with infinite moods, paces and nuances. So instead of training to a script, the best thing an organization can do is teach its people to deal with situations, both good and difficult. Give them the tools to recognize behaviors and respond appropriately and effectively,” says expert Micah Solomon.

“The public changes its palate and like them, we always have to keep evolving… evolution, always.”

5. Remember, the only direction to travel is forward

This point is the marriage of all the preceding points. Being able to recognize all of the potential avenues for growth in all the areas of your business is what can make or break a fledgling restaurant.

In the words of Michelin-rated chef David LeFevre, “The public changes its palate and like them, we always have to keep evolving… evolution, always.”

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Employee Turnover: Get Ready, It Happens — 5 Ways To Slow It Down

Employee Turnover: Get Ready, It Happens — 5 Ways To Slow It Down

If you own or manage a restaurant, according to the laws of averages, you should expect to replace almost three-quarters of your workers each year! However, you can cushion yourself against losses in productivity and profitability and reduce turnover by developing solutions based on the reasons restaurant turnover occurs.

read more

Experience Sirvo for yourself

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Cost Per Hire: How to Calculate It, How to Control It

Cost Per Hire: How to Calculate It, How to Control It

by | Feb 3, 2017 | Business Toolkit, Management

Cost per hire is one metric that is especially easy to lose sight of and underestimate, as these costs tend to overlap with existing business functions — paying HR staff, advertising, administrative work and so on. When you actually sit down and run the numbers, however, your total hiring costs for any given year can be eye-popping.

As of 2012, the standard definition of cost per hire is the sum of all recruiting costs (both internal and external) divided by the total number of hires. According to the Society for Human Resource Management’s most recent Human Capital Benchmarking Report, the average cost per hire for any type of business is $4,129. However, if you’re part of a large chain (“large” in this case being over 10,000 total employees), then you can expect that cost to be roughly halved.

In the leisure and hospitality industry, which includes restaurants and hotels, this individual cost is likely to be lower than average as the majority of positions are nonsupervisory and don’t have large expenses associated with them like relocation costs or lengthy training. However, because the turnover rate is nearly 50% higher than the average of the private sector, the total cost over the course of a year can definitely add up.

Calculating cost per hire

As with your basal metabolic rate, cost per hire is one of those things that’s almost impossible to get an exact number for, but doing a quick-and-dirty calculation that is close enough to be functional is actually pretty easy.

Here’s the simplest formula:

calculating cost per hire

Keep in mind that costs and number of hires refer should both be calculated for the same period (e.g. month or year).

Internal costs

Internal recruiting costs are expenses “related to the internal staff, capital and organizational costs of the recruitment/staffing function.” These include, but are not limited to:

  • Salary for any related HR and hiring personnel
  • Salary costs of time spent hiring by other staff members (conducting interviews, screening applications, and so on — if this is too complicated, leave out)
  • Any referral bonuses you might be offering to existing employees

External costs

External recruiting costs refer to expenses “incurred to external vendors or individuals during the course of recruiting.” These include, but are not limited to:

  • Fees paid to outside employment agencies
  • Fees paid to post job listings in newspapers or on websites
  • Cost of drug screening and background check
  • Fees paid and materials cost to attend any job fairs or similar events
  • Cost of any required aptitude tests
  • Cost of relocation
  • Cost of any training period in which the new employee is not doing any productive work

Any costs after an employee is hired, such as training, is not included in the cost per hire calculation.

Total hires

The total number of hires could be measured differently across companies. However, these usually include all internal and external hires, both full and part-time, who:

  • Went through a hiring process
  • Temporary staff on payroll and promoted to a full-time position

Divide the total of all the recruiting costs by your number of new hires for that particular time period, and you now have a pretty good idea of your cost per hire, for that time period at least. If you do this on a monthly or quarterly basis, average your totals for a more accurate picture.

Controlling your cost per hire

OK, so you have a better bead on your cost per hire. Now, what can you do to bring it down?

Let’s start by addressing the elephant in the room that we touched on earlier: turnover. After all, if employees don’t leave, you’re not faced with the cost of replacing them. Annual employee turnover in the hospitality industry typically hovers between 70-75%, well above the average of about 45% for all other types of private sector jobs.

Combatting turnover starts with optimizing the hiring process. Many job seekers are now looking for jobs online via job boards and social networks. So why not leverage that to your advantage? Consider using niche job boards, like Sirvo, that not only make it easy for job seekers to apply for jobs but also provide business tools so that better hiring decisions can be made.

Another factor that contributes to turnover is that, for many people, a restaurant job is just something to pay the bills while they pursue their dream, and that isn’t going to change. However, employees don’t always leave because this is just a McJob to them; when they feel that management doesn’t listen or care, then there’s almost nothing to keep them from looking for greener pastures elsewhere. Little things that don’t cost much, like better communication and small incentives such as shift meals and performance bonuses, can go a long way. Likewise, the employee may no longer regard the job as disposable if a clear and realistic path to advancement is presented to them.

At the end of the day, knowing where your business stands in terms of hiring costs is crucial, especially in the hospitality and restaurant industry where employees at the heart of the business. So, get your expenses together and your calculator out!

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Employee Turnover: Get Ready, It Happens — 5 Ways To Slow It Down

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If you own or manage a restaurant, according to the laws of averages, you should expect to replace almost three-quarters of your workers each year! However, you can cushion yourself against losses in productivity and profitability and reduce turnover by developing solutions based on the reasons restaurant turnover occurs.

read more

Experience Sirvo for yourself

Sign up now to find hospitality jobs and hire top industry talent.

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Training Hacks: Employee Evaluations and Training Program Adjustments

Training Hacks: Employee Evaluations and Training Program Adjustments

by | Jan 30, 2017 | Business Toolkit, IndiTips, Management

You’ve made great hires and developed and implemented a training program, but just because the trainees are working shifts doesn’t mean that training is over. The last phase of a successful training program is measuring the performance of your employee(s). It’s also an integral building block of any prosperous business.

Using employee evaluations

Employee performance depends on a number of things, from punctuality to quality of work to how well they fit with the team. The best way to put all factors together is by using employee evaluations.

Plus, feedback is important, especially in the service and hospitality industry. It’s how we know we’ve done a good job and made someone happy. Employees ask for it from every patron that crosses our threshold, so it’s natural for them to expect it from their managers, too.

When conducting the evaluation, you’ll want the employee to understand that you’re there to help them.

Conducting employee evaluations and following up on them periodically throughout the year is the most effective way to monitor your employee’s progress and give feedback. Based on the size of your establishment, we recommend you conduct employee evaluations at least once or twice a year, if not more.

When conducting the evaluation, you’ll want the employee to understand that you’re there to help them, not to criticize them. Make this conversation as comfortable and collaborative as possible. This shouldn’t be a one-sided discussion where you point out their mistakes and then send them on their way. They, as well as you, have put a lot of time and effort into training and development.

A great way to frame the conversation is by goal setting. Both you and the employee can participate by identifying goals, which will help you and your employee better focus on development. This will also provide a benchmark to refer to during the next evaluation. Goal setting can be tricky, but by using S.M.A.R.T. Goals, you’ll ensure that they are appropriate and achievable.

If you’re providing daily feedback, an employee shouldn’t be surprised by anything when it’s time for their evaluation.

It may come as no surprise to you when we tell you that evaluations are also the best way to determine how to reward an employee. We’re talking raises here, in case you haven’t guessed yet.

Pro-Tip: For legal and logical reasons, you should always keep records of conversations you have with an employee regarding their performance.

Cracks in the system and how to fix them

The hospitality industry is unlike any other. Managers and owners work closely with their employees on a daily basis. Because of this, you’re able to provide your employees constant feedback and immediately correct any bad behaviors or procedures. The trainers that you’ve enlisted (see Training Hacks: Part Two) should also be following suit.

If there are cracks in your training system, you should be able to spot and address them right away and adjust accordingly. In fact, optimizing your training process based on outcomes is a great way to ensure that cracks are few and far between.

Also, if you’re providing daily feedback, an employee shouldn’t be surprised by anything when it’s time for their evaluation.

As always, taking the high road during an employee termination is the only way to go.

If you do have to let someone go…

Unfortunately, there are times when no matter how hard you try to help an employee excel, they just can’t seem to improve their job performance. Or they just don’t care to improve.

Once again, this is another area where the employee evaluation can and should be used.

If you’ve taken the time to work with an employee, to set goals with them, to monitor their progress, to provide constructive feedback, and to retrain them if necessary and things are still not improving… then it’s time to have the difficult conversation with them.

Here are some tips for the meeting:

  • As always, taking the high road during an employee termination is the only way to go. Never lose your temper (even though they may lose theirs).
  • Try to get to the reason for the meeting as quickly as possible. Don’t try to ease into it. It’s going to be uncomfortable no matter what.
  • Never resort to arguing. Simply state you’ve made the decision to end the working relationship and let them know HR will provide them with any written proof or documentation necessary.

A training program is meant to develop as the business develops.

Moving forward

Despite what many think, a training program is meant to develop as the business develops. It’s not supposed to stay static. You may change your menu by adding or subtracting new items. New procedures may arise. Or, you may change equipment in the front or back of the house.

All of these (and more) are reasons to make adjustments to your program.

Just remember to revisit training periodically. Pay attention to your business. Work alongside your employees on everyday tasks once in awhile. Participate in training as much as possible. This will help you understand where your business stands and what you need to do to tweak training to get the best from everyone.

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