Local non-profits are thrilled to have help, and this spreads goodwill throughout the community. This empowers each of the employees to "Pay it Forward" and understand the benefits of empathy and community service…. The perception is that this is a branded company name that puts its money where its motto is. In turn this inspires other businesses and corporations while retaining their greatest asset -- their employees: they will not need to reinvest in the time or expense of interviewing, hiring, and training new employees -- operationally a real coup (Crow, 2010, 44).
Part 11 - There are several reasons and techniques designed specifically to measure performance, in this case, with the kitchen and wait staff at the Hard Rock Cafes. Primarily, we measure for:
Program effectiveness
Decision making
Setting goals and objectives
Recognize good or great performance
Interceed in time with poor or negligible performance
To inform stakeholders
To hold x accountable for y
To control and allocate resources
To motivate and promote
To establish what is vital from what is important from what is interesting
To celebrate, learn, and move forward ("Measuring...
At the macro level, the easiest clue would be trends in revenue within the location and between locations. At the micro level, customer satisfaction survey cards would be very helpful. But even without, there are several tools management could use to gague productivity:
Run statistics on gratuities by shift, and then by server over a period of time. Set a baseline, counsel below that baseline.
Run statistics on timing of meals; time keyed in until time kitchen staff completes order. Merge this with returns, mistakes or meals returned. Wastage can also help in this.
Listen to customers, with or without written feedback. Seating and checkout staff can help rpovide qualitative results.
Institute service team captains that manage training and efficiency while on the floor.
REFERENCES
Crow, R. (2010). Evolve or Die: Seven Steps to Rethink the Way You Do Business.
New York: Wiley.
Heizer, J. And B. Render. (2005). Operations Management. New York: Pearson/Prentice Hall.
Measuring Performance. (2009). Harvard Business School Press.
