Path for Growth

This document functions as the expected progress of the “Ideal Employee”. We use this document in every Team Member performance review. The reason we begin our Talent Strategy execution with this document as the foundation is that it outlines what we want when we refer to “Talent”.

Like shopping for a vehicle, one will start with identifying what makes and models he/she is interested in and then narrow it further down to features. Once the shopper has decided on exactly the type of vehicle they want, something begins to happen as they go about their day… They begin to see that vehicle everywhere they go. This is because they have identified the exact traits that meet their needs and desires based on experience.

Therefore, our Talent Strategy begins with the Team Member Evaluation process and this document. Our research lab is our current team. Our Talent goal is ultimately to build an excellent Culture. Culture always wins because it always trumps everything else in our restaurant. The question a Culture builder must always ask is, do I want 5 more people just like this person. If the answer is no, then that person must change or leave – there is no other option if we are to protect and grow excellent Culture.

This same question is on the forefront of the Talent interviewer as well.

1. The first step of our expectations should be met during the interviewing and screening process. Core 4 and 2nd Mile service evaluation in the application and interview process is paramount. If we somehow missed an inability (not to be mistaken with nervousness) to live up to these basics, then a separation of employment needs to take place as soon into the training process as possible since nothing else will matter. There may be a more process-oriented job in the BOH that better suits the individual, but a heart of service is a must either way.

2. Availability is measured by simply pulling an employee’s Hotschedules current availability. We look to see if it has changed since the hiring agreement. We ask if there might be any changes on the horizon (school schedule adjustments, etc.) The Team Member is acutely aware that one of the metrics we must use to give pay raises is the Team Member’s availability. We also have specific pay rates for certain availabilities and publish this broadly.

3. Reliability is measured by pulling an employee’s current and previous quarter’s Time Punch Variance Report. This report shows the discrepancies between when they were scheduled to work and when they actually worked. We don’t want this conversation driven by opinion or whether an absence or tardiness was “excused” or not. This report should show patterns. It is a pattern of reliability that we expect. We also don’t concern the discussion with punch-out variance since that is more often a result of leadership deciding to send someone home early. Reliability is one of our biggest challenges and this measure helps us build a reliable culture.

4. Ability is broken down by the popular understanding of Character, Competency, and Chemistry. To measure this with an employee during the review we use Google Forms free survey’s tool to create a 20-24 question, repeatable (all we must change is the name of the employee) survey that is sent out to the reviewee, that employee’s direct supervisors, and the director team (either FOH or BOH). Once we get all responses, we then use the free conversion to a spreadsheet option and tabulate the scores into an average score for each rated statement. The first example is from a FOH employee; This is what the survey looks like to our leadership team who fills them out: https://forms.gle/WjuFWrdNrJRinso17.

This is the spreadsheet that we create from the finished and compiled surveys (you can do this automatically within google forms): https://docs.google.com/spreadsheets/d/1NDEtV8eDWFDJ0XVmVuuJ1bXjdZVDgsjstAU3T0jjcl4/edit?usp=sharing

Example of a Back of House survey: https://forms.gle/nScV44Qz2y35L3V27

Back of House survey results: https://docs.google.com/spreadsheets/d/1EgW6dKhnF4x1CGAPFfihaa-GnuiU-CbZXf7bCPvYHZ0/edit?usp=sharing

I tried to break down the survey questions between Character, Competency, and Chemistry but some questions could be moved into another category. The reviewee’s responses are always highlighted in yellow.

5. Reproducibility is more of a discussion time and does not necessarily have a document attached during the review process (but it can if we want to offer a leadership opportunity then!). The key understanding here if that every employee reproduces his/her work and attitude to varying degrees amongst the team. That is why we use the rule of 5 as a starter level of multiplication to determine an individual’s impact upon our culture. The longer someone is employed, and the more leadership responsibility is earned, that multiplication of influence increases as does our obligation to hold someone accountable for what they are reproducing (or more importantly… tolerating).

We produce these surveys and compile Review packets consisting of the sheets listed above for approximately 10-15 FOH employees and 8-10 BOH employees per month. We then schedule time with each employee for a 15-20 review during review week each month. This is an investment that pays for itself in our higher-than-average retention and lower-than-average turnover rates.