BES-t Practices Training Phase 2 Labor Management.

BES-t Practices Training

Phase 2 Labor

Management

BES-t InvestmentsOur Mission Statement:

BES-t Investments exists to impact our community by providing quality leadership to those who wish to reach their potential first in life, second, in the service industry. Great team members lead to great service.

Our Company Core Values:- We believe that everyone should have a great organization to work for, great supervisors to learn from and a great culture to excel in.- Quality leaders are established through quality principles. - Quality principles come from facing the truth about our responsibility to each other.

80/20 rule

Top 20%

Bottom 80%

•Low effort – Low reward, •Low positive effect on other people•Low long term positive effect on self

•High effort – High reward•High positive effect on other people•High positive effect on self

Focusing on the “Greater Good” of all involved

Focusing on “Self-Interest”

This is a choice each person makes

BES-t Labor Management4 Step Labor Cycle

AccountabilityFollow-up and

Reflection

FlexibilityAdjustments and problem

solving

ExecutionSystems,

Efficiency and Communication

PlanningForecasting

and Scheduling

Excellent Labor Cost

Management

Stage 1, Planning • Projecting upcoming sales based on:

– Recent sales trends– Comparable sales from last year– Marketing offers (Print, TV, In-store, Text, E-Club etc.)– Weather forecast & local events (Iowa State fair, sporting events, etc.)

• Scheduling:– Accurately reflecting projected sales– Correctly distributing the hours according to hourly transaction trends– Having the right people in charge of each shift and the correct

complimentary employees scheduled for each shift.• Shift Management – Having a plan in order going into a day or shift

– Aces in their places, positions assigned– Tasks assigned to individuals, expectations and goals clearly communicated

BES-t Labor Management4 Step Labor Cycle

AccountabilityFollow-up and

Reflection

FlexibilityAdjustments and problem

solving

ExecutionSystems,

Efficiency and Communication

PlanningForecasting

and Scheduling

Excellent Labor Cost

Management

Stage 2, Execution• Efficiency and Organization

Detailed (accuracy)------------------------------------------------Multi-task (Fast)

The Recipe for Efficient execution:Multi-tasking (organized awareness, overwhelming chaos) + Speed (sense of urgency) + Discipline (following systems, no shortcuts) = Efficiency

– Do you have a plan for how everyone will stay busy in between sales? – Are we using the ABC priorities on the Prep Chart? – How fast are we working? Are we working with a time goal in mind?– Are we double teaming on the larger tasks such as AOS items, sheeting, chopping

dough, cheese etc.?– Are we finishing one task before beginning another or stuffing our mouths with more

than we can chew?– Are we cleaning up after ourselves as we go? (Dishes, Totes, Make-line, Tables etc.)

The 60/90 effect:

If you allow an employee to work at 60%, they will.

If you expect an employee to work at 90%, they may.

If they do, reward them, if they don’t, retrain them, if they won’t, then un-hire them.

• Know the difference between a skillful and willful roadblock.

Execution• Accuracy

– Are we using the job aids and portion charts for everything to avoid having to do the same tasks twice?

• Communication– Does everyone understand their roll and what is expected of them?

• Do they know why?• Do they have reason to excel?• Do they get to see results?

• Store Readiness (Finish-line)– Are we completing our prep tasks by 4pm?

• All prep completed• BOH clean, dishes, trash and floors• All pre-makes completed by 3pm at the latest? (Earlier on busier days)

BES-t Labor Management4 Step Labor Cycle

AccountabilityFollow-up and

Reflection

FlexibilityAdjustments and problem solving

ExecutionSystems,

Efficiency and Communication

PlanningForecasting

and Scheduling

Excellent Labor Cost

Management

Stage 3, Flexibility (adjusting on the fly to solve a problem)

Have a daily awareness of:– Sales trends verses projections for each day and

for the week– Labor spent (+/- for each day and for the week.)– How many pizzas have been sold for the day (x-

readings)– The upcoming weather and how it may affect our

sales– Consider other factors that may affect sales

Flexibility (problem solving)

Shift Management– Know what your GM is expecting of you:

• How will you know when you should send them home?• How should you balance labor with extra tasks such as cleaning?

This may need to be a different strategy depending on the day, how we are doing for labor and the cleanliness of the store.

– Communicate ahead of time how you are going to adjust to heavier or lighter sales.

• Who will go home first?• Who is available to come in?• What needs to be completed before anyone goes home early?• What is most important to complete first?

Flexibility (problem solving)

Staffing– Have the wisdom to recognize when a person is not

capable of measuring up to our level of expectations and making the appropriate adjustments.

– Be honest with yourself and don’t talk yourself into liking someone who may not measure up or disliking someone who may.

– Have the insight to recognize excellent skills and potential to determine the best ways to utilize their abilities.

– Avoid all extremes, use discernment and good judgment.

BES-t Labor Management4 Step Labor Cycle

AccountabilityFollow-up and

Reflection

FlexibilityAdjustments and problem solving

ExecutionSystems,

Efficiency and Communication

PlanningForecasting

and Scheduling

Excellent Labor Cost

Management

Stage 4, Accountability

• How did we measure up to expectations?– Did our Customer Service scores reflect correct staffing and efficiency?– Were we plus or minus on labor for the week?– How did our performance each day contribute to the weekly totals?

• What did we do well?– Proper Planning?– Proper Execution?– Proper Adjustments?

• What could we have done better?– Do we need to do better at Planning?– Do we need to do better at Execution?– Do we need to do better at Adjustments?– Do we need to do better at Follow-up?

Discussion Questions

• What are the area’s that we struggle most in our store?

• What steps do we need to take to improve upon these areas?