The Profitable Side of MoraleMay 2, 2011 By: Robert Plotkin Night Club and Bar Magazine
Create an Environment in Which Staff is Happy and Watch Revenues Grow
Accountants make lousy restaurateurs and bar owners, so goes the timeworn adage. True or not, it implies there’s a crucial success quotient not subject to spreadsheet analysis. What number crunchers have difficulty grappling with is the immeasurable impact intangibles, such as staff morale, have on a venue’s financial performance. The truth is, nothing can make or break a place like staff; in this instance, attitude trumps aptitude.
Consider for a moment a bar or restaurant with low morale, a place where employees dread covering their shifts, are antagonistic with coworkers and are constantly at odds with management. Negatively charged workplaces certainly are not conducive to hospitality; unfortunately, they’re not uncommon. They effectively stifle creativity, sap drive and dissipate employee goodwill. While not listed on balance sheets, low morale is a significant liability.
As it turns out, the strategy for improving staff morale is straightforward and uncomplicated; an operational initiative can provide employees a clearly delineated career track and an equitable, supportive environment in which to work.
While some may dismiss this type of ongoing initiative as too “touchy-feely,” bolstering staff morale makes good business sense in a down economy (or any economy, for that matter). Employees perform better when they believe their efforts are zeroing in on a long-term goal and leading to a better quality of life. Regardless of whether employees intend on making a career in the food-and-beverage industry, affording workers a viable path for advancement can affect their confidence and sales performance profoundly. Conversely, bartenders and servers who perceive their jobs as dead ends are prime candidates for burnout.
Perhaps the best question is where to start. While no one set of tactics applies equally for every operation, several measures are so grounded in human nature, they seem universally applicable.
Earnings Statement — Unless a venue attracts an unusually generous crowd, guests rarely tip well for blasé service or lackluster cocktails. On the contrary, a staff that makes great money likely exceeds guests’ expectations consistently. Morale is something of a non-issue when the crew is being well-compensated for their efforts by the clientele. Ensuring that the staff makes great tips is in everyone’s best interest, so hedge the bet with the following three items:
Program Buy-in — Getting everyone on the same page is vital. A sure-fire approach is to involve the staff in a complete overhaul of the beverage program. Begin by reassessing the bar’s drink mixes and glassware, then proceed to tasks ranging from drink development and menu design to pricing and promotions. Staff buy-in becomes a given when they’re actively involved in the process of recreating the program from the ground up.
Improved Sales Abilities — Most consumers are receptive to following the recommendations of a bartender or server, especially if the advice offered is spot-on. Suggestive selling is a proven means of enhancing a guest’s overall experience, as well as boosting ticket averages and increasing gratuities. With surging consumer interest in premium spirits, it is easier to upsell guests when staff can articulate why a particular brand is worth its elevated price.
Don’t Be Your Own Worst Enemy — Working for blowhards is a bummer. Their caustic temperaments inevitably create toxic work environments, which dissipate staff morale, undercut performance and foster conditions for theft. Is it a leap in logic to presume that bartenders might find it easier to rip-off a jerk of a boss? Were there a set of commandments governing the conduct of owners, the tablets certainly would include: Thou shalt not be a blowhard boss. NCB