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McDonald's most important competitive advantage. LLC "McDonald's" strives, firstly, to ensure the development of a system of values among young workers aimed at improving attitudes towards work, dedication to the organization, inadmissibility of disciplinary and law
Introduction
I
1. What is personnel policy
2. The concept of employees of public catering establishments
3. Motivation and incentives for staff
4. Recruitment
5. Personnel:
Evaluation of catering workers
Ways to improve personnel management at the enterprise
Organization of personnel training system
6. Analysis of the state of personnel policy and its main problems at the moment
Personnel issue during the crisis
Personnel problems and management errors
Staff turnover
Staff shortage
The salary-
II. Practical part: analysis of the personnel policy of the McDonald's restaurant.
Issues under consideration:
The company's activities in the world
The work is seasonal
Employment age
Workers uniform
Trainee Manager Program
Do employees cheat visitors
How the work inside is tripled
Why are few people willing to work in this area
Why go to work in a restaurant
Requirements for working girls
Career
Work positions
III.Conclusions and offers
Conclusion
Introduction
Public catering in Russia has been gaining momentum lately. A special share is made by a network of commercial enterprises: restaurants, cafes, snack bars, bars. Small businesses have the greatest degree of adaptation to changing consumer demand for products and services provided by catering enterprises. Small businesses are very easy to set up as they need less production and retail space. Consequently, less investment.
Such enterprises as restaurants, cafes and bars occupy a large share in the sphere of public catering.
They organize the leisure of the population, provide various services, help organize recreation and hold festive events.
The quality of staff service in these establishments depends on the staff working in them. a well-structured personnel policy brings great success and potential for further development. Personnel who work in catering establishments. They are the face of the entire enterprise. And a business card that attracts more and more new visitors. For this purpose, I am writing my work. It examines both general concepts and analyzes the general state of personnel policy at this stage of development.
Purpose of the work: To study the features of personnel policy in public catering
Work tasks:
Consider the main indicators and methods of personnel management in public catering.
Describe the psychology of workers' labor.
Show the methods of personnel policy in public catering
Conduct an analysis of the state of personnel policy at a given point in time.
I... The theoretical part of personnel policy at public catering enterprises
1. What is personnel policy
Personnel policy- this is a developed strategy for personnel management, the formation of labor resources: employees, that is, personnel with the necessary qualities, as well as the required number of them at a given enterprise.
Frames are labor resource that contains the productive forces. With the help of them, an enterprise is created and developed. They alone can set in motion all the means of production. The whole business is built on well-trained professionals. The main question is how to get workers to work well and with maximum efficiency. The need for strong staff is always great. without them, no enterprise can withstand fierce competition. It is from the personnel department that it is necessary to demand competent proposals and decisions on remuneration of labor and incentives for employees.
The control object is human resources, labor resources, labor force, workers, personnel, personnel.
Personnel policy is an activity aimed at uniting all employees and personnel in order to achieve a common goal. This can be attributed.
Personnel - the entire staff of the enterprise, which is a group based on professional characteristics.
Personnel it is also an object, and goal personnel policy , which involves the formation, distribution and rational use of skilled workers.
To build a competent personnel policy, you must:
1)Planning- determination of future goals, means and methods of formation, management and development of the enterprise
2)Organization- creates an orderly activity of public catering enterprises and is aimed at systematizing the work of workers and performers.
3)Motivation Is a process of activating the activities of employees, encouraging them to work actively to achieve their goals.
Personnel motivation is the most important problem that the managers of the hospitality industry are constantly solving. A number of studies have shown that excellent service is the main driver of customer acquisition the second time, third time, etc. The client can be attracted with the help of advertising, a good interior, an excellently varied menu. And the second time a visitor comes, thanks to the professional work of the staff. And the most important thing is attracted by the high quality of service. Therefore, a high level of motivation must be ensured for employees and especially those who have a direct impact on customers and their perception of service. However, in practice, it is not uncommon for the majority of employees involved in multilateral personal contacts to fall into the category of the least paid.
4) control - evaluation of the results achieved, with those that were delivered from the very beginning.
Management methods.
The control method is the techniques and methods of influencing the controlled object to achieve the goals.
Various methods are used in catering establishments.
The main ones include:
- Economic methods: help to identify new opportunities opportunities and develop economic planning indicators. Conditions are formed, as a result of which personnel strive for effective work not only through the influence of administrative influence (orders and instructions), but also with economic incentives. As a result, organizational-administrative and socio-psychological methods are developed and strengthened, and their professionalism is increased.
- Organizational and administrative methods management ... are direct directives. The basis of these methods are - relations as an integral part of the management mechanism of a catering enterprise. The task is to coordinate the actions of subordinates. Such methods affect the controlled object by applying: orders, instructions, instructions, and monitoring their implementation, maintaining labor discipline, etc.
There are three forms of manifestation:
An order that must be carried out in a strict order (order, prohibition, etc.);
Consent forms (consultation, settlement of compromises);
Administrative impact is associated with some types of subordination:
- forced and externally imposed, which is accompanied by an unpleasant feeling of dependence and is understood by the subordinates as pressure from “above”;
- passive submission, the nature of satisfaction is inherent in him, which is associated with not making independent decisions;
- conscious, internally grounded, which satisfies both the manager and the subordinate.
- Socio-psychological methods of management- ways of influencing personal relationships and communications between employees of the enterprise. By using:
Various moral incentives
And with the help of psychological impact on workers.
The goal is to create a positive working climate,
As a psychological impact, use
Workforce development planning
Persuasion method
Workers' participation in management
2. The concept of employees of public catering establishments
The mode of work in any profession is based on the rhythm of work - it is a certain temporal and semantic sequence of labor operations in order to automate the necessary work skills and professional skill.
Professional skill comes from acquiring skills (cutting vegetables, fish, etc.). sometimes additional training is needed, as a result of which the required level and technique of food processing is achieved. It is necessary to constantly consolidate your knowledge. A beginner, due to inexperience, makes a lot of unnecessary movements, which takes up most of his working time. When he acquires a certain experience, then his work will have a fairly clear and polished character.
Labor psychology as a branch of psychology that studies the psychological dynamics of an employee during his work activity helps to create the most effective work and form the necessary traits in the employee's personality.
I'll tell you about the workers we often meet at catering establishments -
1) Head waiter- the person who is one of the most important in the hall. He meets and seats guests. Solves various issues that have arisen. Keeps the order in the hall, as well as how the waiters serve the guests. Such an employee must have a reasonably pleasant appearance. Be a good psychologist and quickly recognize the desires and moods of clients. The main task is to always smile, be welcoming and calm. be able to cope with unexpected situations, emerging conflicts, etc.
2) Sommelier. Such a position is available only in good promoted restaurants. A sommelier is a person who knows the art of service and knows almost everything about it. An excellent connoisseur of wines, as well as their correct presentation to perfection.
3) Hostess. Young, beautiful, intelligent, knowing a foreign language. The hostess. She is always at the entrance to the hall. The head waiter's right hand, replacing him at such moments when he has no opportunity to move away from the guests. Like the sommelier, the phenomenon in our restaurants is new. She shows guests to the halls, gives general information on the kitchen and wine list, entertainment programs. When showing interest in something specific, the hostess calls the appropriate person: a chef, sommelier, art manager, etc. The use of hostesses is justified, because only one visitor can take a lot of time, and the head waiter must continuously deal with all the guests.
4 ) Portee. The person who first meets the client, and he is the last to see him off. As you know, "the theater begins with a coat rack", the same can be said about the restaurant. In psychology, the so-called "edge effect" is known - a phenomenon in which elements of information located at the beginning and end of a row are remembered faster and better than those located in the middle. The receptionist is exactly the element that begins and ends the entire procedure of visiting a restaurant. The receptionist must have a pleasant appearance, impeccable manners and a special flair for the client. For example, he must understand in which case it is worth helping a lady to get dressed, and in which case to leave this concern to her companion.
The respondents we interviewed named the following qualities of a good receptionist among the main ones: the ability to provide a service unobtrusively (obsession is annoying), the ability to take a tip beautifully and with dignity, the ability to feel when it is necessary to help to dress, and when not, dexterity, good memory, politeness.
It should be noted that representatives of all positions considered should have a good memory and attention, as well as the ability to listen and maintain a conversation.
We suggest you expand your arsenal of methods for selecting applicants for the above positions with several psychological methods. They are easy to use, do not require professional psychological knowledge and do not take much time.
5) bartender- the "bar" is popular. A person who knows how to arrange various shows with alcoholic beverages. The technique of each individual bartender is very different. The bartender is almost always on his feet, because according to the principle of etiquette he simply cannot sit down.
According to expert estimates, 40% of St. Petersburg waiters and bartenders change jobs at least once a year. This is due to their dissatisfaction with wages and working conditions. That is why loyalty should be formed not only of visitors, but of personnel, which is an important strategic potential of any catering establishment. Most of the participants in the competitions of professional skills of trade and public catering workers taking place in the republic are graduates of the Ufa Trade Training Center of the Ministry of Foreign Economic Relations and Trade of the Republic of Belarus. The prestige of the professions of a salesperson, sales floor administrator, merchandiser, and marketer is steadily growing. At the same time, the requirements imposed on them are also growing: specialists must be highly qualified, master the most modern techniques and sales technologies. All this is taught at the Trade Training Center. The number of waiters should depend on the number of seats available. According to the norms, one waiter should have about 15 guests. The main money for waiters and bartenders comes from tips. Moreover, the better the waiter, the more he earns. So, according to one of the experts, in Izhevsk, a good waiter should earn at least 20 thousand rubles per month. In principle, after that, the owner of the establishment only has to conclude contracts with suppliers and open the establishment. And at the same time think about what the next restaurant will be like. Cook, waiter, bartender, sommelier, barista are the most demanded professions in modern catering establishments. There are only a few educational institutions in the region today that train personnel for restaurants, bars and cafes. One of them is the Institute of Economics, Management and Law (Kazan). The newly opened faculty is dedicated to training professionals for the food industry, and to become an excellent specialist in your field, you need to know it thoroughly. In the field of public catering today, both heads of catering enterprises and managers, chefs, technologists, cooks, waiters, sommeliers, baristas, etc. are in demand. Our institute has opened a new faculty of technology for public catering, where future engineers are trained - specialists who will know the scientific foundations of proper nutrition, traditions and rules of culinary art, hospitality and service culture. On February 18, the restaurant hosted the Royal Beach Club round table on the topic: "Personnel issue in public catering in St. Petersburg." This was the first event of this kind organized by the Association of Public Catering Enterprises. The reason for holding this meeting was the problem associated with the lack of qualified personnel, the discrepancy between modern requirements and the training of specialists in educational institutions, the lack of personnel stability. Also, such burning topics as the issue of legal protection of personnel, and the dishonesty of employees were raised. The following issues were discussed: the crisis and its impact on the labor market in the catering sector, the question of what difficulties the service personnel are experiencing, and the problem of personnel training. The general meaning of what has been said (without pretending to be a literal presentation) can be presented as follows:
3. Motivation and incentives for staff
Motivation- this is a kind of program inherent in every person and determining the motives of his behavior. This program is most often congenital, although under the influence of various life circumstances, it certainly undergoes changes.
Stimulation- these are the ways and tools that can be used to influence the motives inherent in a person.
There are a great many theories of motivation. One of the most successful is the theory of motivation by Vladimir Gerchikov, which is widely used in the Russian theory of personnel management. Its merit lies precisely in its relevance for business, since it provides tools that are well applicable in practice. According to this theory, there is five main types of motivation:
1. Professional. Typical for people who are interested in constant growth and development. Work for them is, first of all, interest. They study with pleasure, read specialized, professional literature, and on their own initiative raise their professional level.
2. Instrumental. Typical for people whose work is primarily a tool for making money, and not at all an interest in the profession as such. Such a specialist is primarily interested not in what he will do, but how much he will be paid for it. But you need to understand that the goal of people with this type of motivation is not just to get more, but to make money. These people are not just idlers. They are ready to work hard and hard, but they will always demand an appropriate reward for this.
3. Lumpenised. Typical for people whose goal is to work less. At the same time, people with this type of motivation are ready to receive just enough for their work in order to simply survive. Work for them is nothing more than a forced necessity. A typical example of a person with this type of motivation is an employee who is constantly engaged in the lowest-skilled work, and not due to the prevailing circumstances.
4. Master's. Inherent in people who feel personally responsible for everything they do. Their motto is: "I am the owner, I am responsible for everything." This type of motivation is typical (or rather, should be typical, ideally) for the owners and managers of enterprises.
5. Patriotic. As the name suggests, this is a type of motivation in which the determining factor for a person is to work in a specific area or a specific company. Such people are driven by belonging to a certain professional circle, pride in their enterprise. It is extremely important for them that they work for this particular company.
Undoubtedly, there are no people who have only one type of motivation. A person can have professional, mastery, and patriotic motives. Nevertheless, for any person, one can distinguish the dominant type of motivation that determines his behavior and attitude to work.
The dominant type of motivation characteristic of a person from birth can change under the influence of various external circumstances. You have to understand that there are no good and bad types of motivation. It's just that every employee with the dominant type of motivation inherent in him should be “in his place”.
Take, for example, "lumpenized" motivation. In any restaurant there is a lot of monotonous, low-skilled and low-paid labor, but at the same time, it is extremely necessary labor. This is washing dishes, and cleaning, and much more. People with a predominantly lumpenized motivation in such positions are simply irreplaceable. You can, of course, put a typical "toolmaker" to wash the dishes, but the restaurateur is unlikely to be happy with this circumstance. Of course, such a person will not refuse any work, but he will demand money for literally every dish washed.
At the same time, there is hardly a better waiter than the typical "toolmaker". No other person with any other dominant type of motivation will try so hard for their tip or percentage of the sale of certain dishes.
Among the chefs there are specialists with dominant professional motivation, but not a few people with lumpenized motivation. That is why it is very common in the kitchen in restaurants as a leadership style. paternalism... Chefs with lumpen motivation are preferred over chefs as a leader. Having a paternalistic leader is a very big risk for the owner of the enterprise, since too many “human” motives will be woven into the business. There are times when, if it is necessary to replace the leader, for one reason or another, the team simply refuses to work with another person and the entire team has to be changed.
Stimulants, however, like penalties, are different for employees with different prevailing types of motivation. A person with professional motivation should not be too stimulated with money alone. It is very important for him to have an idea of the prospects for his career. Such a specialist may be very interested in a relatively free work schedule, certain concessions. As a rule, he does not need to be strictly checked, since he himself will gladly do his work. But a person with lumpenized motivation must be checked. Moreover, if the "lumpen" did not come, for example, to work on time, he should also be severely punished. But it is unlikely that this material punishment will be effective. A person with lumpenized motivation will not quit if, as a punishment, they are forced to do an additional amount of unpleasant work or put on an uncomfortable shift. But the degree of impact of such a punishment will be much more significant than the usual pecuniary punishment.
As for the master's motivation, all managers should have it. Otherwise, they simply will not be able to bear the responsibility that their position implies.
It is unlikely that one should expect effective work for a salary from an employee with instrumental motivation. This is a typical piece-worker. He must clearly understand what he is being paid for. Accordingly, the best incentive for such an employee, for example, when it comes to a waiter, is the opportunity, in addition to tips, to receive interest on sales. If, as a punishment, we conduct conversations with him on the topic “what is good and what is bad,” this, most likely, will not have the proper impact on him. Despite the fact that most restaurateurs use pecuniary punishment as a punishment for their employees, many experts believe that its effectiveness is not particularly high. One can agree with them, but with one caveat: for an employee with predominantly instrumental motivation, this type of punishment is the most effective.
An experienced recruiter will determine the type of candidate's motivation either "by eye", or by analyzing the types of activities that the person has been engaged in before.
Whatever methods of incentives are used for various categories of personnel, a restaurateur should always be guided by a number of general principles.
The approach to incentivizing employees should be individualized. The most useful and valuable employees, the leaders on whom the success of your work depends, must be singled out. It is both cheaper and more efficient.
It is bad when a restaurateur does not pay due attention to adequate remuneration of staff. But in no case should the other extreme be allowed - to "overfeed" the employees. Any additional incentives should be given only for specific achievements, for certain work done. Too "kind" leader will inevitably sooner or later become the object of blackmail on the part of the staff and become dependent on him.
Naturally, when determining measures to stimulate personnel, it is necessary to take into account the dominant types of motivation of people. The cost of incentivizing employees should be viewed from the same perspective as the cost of training, namely, as an investment in the most valuable thing you have - people. This is the capital on which the success of the business depends decisively. From a financial point of view, this is definitely a cost. But from the point of view of business efficiency, this is an investment that pays off many times over.
Incentives applied to staff:
1. Percentage of sales of certain foods or drinks.
As a rule, this incentive measure is applied to waiters and bartenders and is quite effective. In addition to an additional material incentive for staff, this method allows the restaurateur to increase sales of certain menu items, which is often very relevant, for example, when the chef introduces new dishes and in a number of other cases. Interest is usually calculated on the proceeds from the sale of the dish.
2. Establishing a "floating" salary scale for employees.
Within a certain position, for example, categories are established for bartenders - trainee, bartender, senior bartender. A certain salary corresponds to each category. A category is assigned to a specialist based on the results of an assessment carried out in the form of attestation after a certain period of time. In addition, when assigning a category, the work of a specialist is also assessed for the period that has passed from the previous certification, according to a number of criteria - basic skills and abilities, quality of work, independence, initiative, responsibility, diligence and commitment, ability to learn, teamwork, skills communication, etc. In accordance with the category assigned based on the results of such a comprehensive assessment, the employee's salary is also established, which does not change until the next assessment. The advantage of the method is that real opportunities are created for employees for horizontal growth within the framework of their position.
3. Monthly performance bonuses.
This system was installed in order to control discipline within the workforce.
Let's consider it in more detail using the example of waiters.
Loyalty factors Y = 30%:
Performance of official duties - 20%;
Personal initiative - 20%
Colleague support - 20%;
Delays - 20%;
Politeness towards guests and colleagues - 10%;
Appearance - 10%.
В - a bonus that is paid on condition that 100% is fulfilled.
At the end of the shift, the manager evaluates the work of the employees for all of the above components. At the end of the month, a general summary of the work is drawn up. If all 100% is fulfilled, the employee is assigned a bonus in the amount of 10% of the variable part of the salary Y, namely:
B = 1400 * 10% = 140 rubles.
If, for one reason or another, an employee scored a smaller number of points during a month of work, for example, 90%, then its variable part will be equal to:
Y = 1400 * 0.9 = 1260 rubles.
In this case, the employee loses 140 rubles.
Thus, this system also serves as an element of the bonus system.
Tipping as one of the ways to stimulate labor.
An important role in stimulating labor is undoubtedly played by the received economic reward (wages and other material incentives). In the service sector, the level of economic remuneration for employees is lower than in the manufacturing sectors of the economy. However, here, and above all in the hospitality industry, the historically established tradition of receiving additional remuneration (payment) for work in the form of tip, the amount of which significantly increases the level of material well-being of service personnel (waiters and bartenders).
From an economic point of view, tips are considered as an additional payment for the provision of additional services, or a mechanism that complements the fixed price of a service in non-standard situations.
Sociologists explain the function of tips as a gift to someone who provides a service. At the same time, he must emphasize the high social status of the donor and is a demonstration of his superiority. Anyone who has received a tip should feel rewarded and express gratitude and respect to the person they serve. This sociological explanation contradicts reality, as it indicates that waiters and bartenders should feel somewhat humiliated when tipping. In practice, most of them, on the contrary, feel humiliated when they do not receive a tip or when the tip is not generous enough. Moreover, customers tend to leave tips discreetly, without advertising them. The principles of elementary politeness dictate to the waiter that he should not check the amount of the tip in front of the client.
There is an unspoken international standard for the size of the tip - 10% of the invoice amount. However, it should be remembered that tips are a purely voluntary desire, and their size depends not only on the prevailing traditions, but also on other factors. The famous American psychologist Michael Lynn established the following patterns of scientific interest in this phenomenon:
1. The size of the tip practically does not depend on the quality of food, or on the atmosphere of the restaurant, or on the gender and age of the waiters, or on the amount of alcoholic beverages consumed.
2. Factors that increase the tip size include:
The physical attractiveness of the waiter or waitress, including appearance and clothing;
The number of additional visits of the waiter to the client's table that are unnecessary and do not improve the quality of service.
3. Factors that reduce tip size include:
The amount of the bill (the larger it is, the lower the percentage of the amount will be tip);
The number of customers sitting at one table (the larger the company, the less the tip).
4. Men tend to tip higher than women. Customers who use credit cards to pay leave more tips than customers who pay for services in cash.
The distribution of tips varies from restaurant to restaurant. In some, at the end of the shift, the tip is divided equally among all staff, including managers, cloakroom attendants, dishwashers, etc. In others, waiters give only 30% of the total tip to all other departments. And thirdly, the tip belongs entirely to the waiter.
Penalties applied to personnel.
Just as with incentives, the approach to the imposition of penalties should be individualized. A measure that may be effective for one will be completely ineffective for another. When choosing a punishment, it is also important to take into account the dominant type of employee motivation.
In general, it is better to resort to de-bonuses only in extreme cases. The best option is to carry out the recruitment procedure more accurately and thoughtfully, avoiding hiring those who will subsequently have to be constantly punished.
Violations by staff, for which the dismissal of employees is possible:
theft;
being drunk at the workplace;
an attempt to count the guest;
rudeness towards the guest;
non-compliance with personal hygiene requirements;
untidy appearance;
smoking or eating in front of guests.
4. Recruitment
Staff recruitment is a stage no less important than the selection of equipment and furniture. It is the staff that forms the first impression of the visitor, and, of course, the quality of the preparation of waiters and bartenders, which determines the class of the establishment. And, unfortunately, in Izhevsk, personnel selection is a real problem. There are practically no ready-made personnel for any position - be it a manager, a chef, a waiter or a bartender. There is no shortage, perhaps, only in dishwashers, cleaners and security guards. Therefore, in any case, the owner will have to spend money on both the initial training of employees and subsequent ones - especially for bartenders, managers and cooks. The entire cuisine and the entire image of the restaurant depends entirely on the chef. The chef develops the menu and implements his ideas through the rest of the chefs. Finding a good chef in Izhevsk is just as difficult as finding a suitable location for a restaurant, and good chefs are not cheap. The salary of a French chef is 4 thousand dollars a month, an Uzbek, a Chinese - about a thousand dollars. And this is not discrimination on the basis of ethnicity - the cost of personnel is determined by their qualifications and a shortage of supply.
Recruitment of personnel is a crucial stage in personnel management. The ability to hire the right people is a large and rare talent that must be possessed by a human resources manager. It is very difficult to find ordinary staff, in particular, waiters. For some reason, this profession is not considered prestigious in our country. Although specialists for public catering are trained by our educational institutions, it is better not to hire them, too much time is spent on retraining. You have to start with the fact that you need to explain that guests need to smile and not in any way argue with them. This is something that graduates of local vocational schools absolutely cannot understand.
Recruitment is continuous work that requires special abilities, knowledge and skills.
Hiring Are actions aimed at attracting personnel who have the qualities necessary to achieve the goals set by the organization.
Search methods for line personnel»
1. Selection of candidates through friends.
In addition, managers themselves turn to employees with a proposal to invite their acquaintances to work, place internal advertisements on this topic in establishments. Naturally, all candidates who come through such channels go through a standard and rather strict selection system.
2. Using external sources of information, placing ads in the media.
This is the most common method used. The disadvantages of this method include the need to subsequently screen out among a considerable number of candidates, most of which do not even come close to meeting the requirements.
By giving advertisements in the media, managers formulate specific information about the specialist they need: about the requirements for his level of education, work experience in the specialty, age, etc. this can reduce the number of inappropriate applications from candidates. Already on the phone, they try to find out how this person suits them. For this, a list of questions is prepared in advance that are asked during a telephone conversation. The candidate is warned about what documents he should bring with him. Also, managers prepare a special questionnaire and leave a place for personal impressions in it.
3. Selection of specialists among graduates or students of various specialized courses or specialized educational institutions.
The advantage of this method is that people who come to study for specialized courses initially have a certain starting motivation. In addition, graduates receive certain knowledge in the field of their future professional activities. Moreover, most of the courses are not designed to train specialists for a specific restaurant chain - training for them is quite universal.
The technology of recruiting and adapting personnel is carried out as follows.
When a vacancy arises, managers review the staffing table and try to find opportunities for a more rational distribution of responsibilities between employees, stimulating them accordingly. On careful analysis, it often turns out that there is such a possibility. Moreover, this option is beneficial from an economic point of view. There is no need to bear the costs of hiring a specialist, and the total additional payments to employees who will be assigned additional responsibilities are always lower than the salary that a new employee will have to pay.
To make a decision, you need to answer several questions:
Which employee can be delegated certain functions?
What incentive measures need to be taken to motivate these employees to effectively perform additional responsibilities?
Will such a reallocation of responsibilities lead to a deterioration in the level of service for guests?
What are the expected economic benefits?
If the redistribution of responsibilities is impossible or we are talking about a position that must be filled out, then the recruitment procedure is started.
The generally accepted procedure consists of the following stages:
1. Formation of "position profile" or "ideal candidate image".
When forming this image, first of all, the main functions of a specialist are clearly defined. Prioritize the requirements, that is, highlight the mandatory and desirable requirements.
Requirements for professional knowledge and skills are formed on the basis of job descriptions of the corresponding vacant position.
Personal qualities are the main criterion in the selection of candidates. These qualities include:
Ability to communicate with people, quickly establish contact;
Ability to conduct a conversation (expressive speech, correct pronunciation, erudition);
Sense of shape, color, size;
Ability to understand human psychology;
Tact;
Sensitivity;
Self-esteem;
Endurance, poise, self-control;
Observation and good attention;
Ability to distribute and switch attention;
Quick response to the behavior of restaurant visitors;
Fast and accurate calculations.
These personnel are recruited between the ages of 18 and 23, which contributes to greater cohesion of the team, due to the presence of common interests.
2. Evaluation of candidates.
The first, preliminary assessment of candidates is assessment based on resume.
Based on its results, the initial screening of those candidates is carried out who are initially not suitable for a number of obvious parameters: education level, work experience, age, etc.
A significant disadvantage of a resume is that it is drawn up in an arbitrary form. As a result, the employer receives not the information about the candidate that he needs, but the information that the applicant himself considered it necessary to report. In addition, a resume for a candidate is a good way of self-promotion. So, based on the resume, the employer can only draw the most preliminary and cautious conclusions.
Often use questioning job seekers. The applicant is invited to fill out a fairly detailed questionnaire with questions. Such a technique allows you to obtain information that is of particular interest to the employer. When analyzing the information obtained through questionnaires, it is also necessary to treat their reliability with caution. The fact is that people tend to overestimate their skills and abilities.
Questioning can also take place in the form preliminary interview, or job interview. The advantage of the interview over the questionnaire is the presence of live contact with the candidate. To record the results, special assessment sheets are used, in which the results of the assessment of certain competencies of the candidate are recorded in the form of certain points.
This is the most important stage of selection, which would be a gross mistake to neglect.
Since this process takes a lot of time, it is spent at the final stage of selection, when a small number of applicants for the vacant position remain.
To increase the effectiveness of the interview and further check the recommendations, the column "professional recommendations" is initially added to the questionnaire.
1. A list of questions is being prepared for a potential referrer.
It is drawn up based on the vacancy that is offered to the candidate. List of questions used:
How long has the candidate worked at your restaurant?
In what position did he work, what functions did he perform?
What kind of relationships did he develop in the team - with subordinates, colleagues, management?
What strengths would you highlight in the first place?
What are his weaknesses in the first place?
Why did he decide to change jobs?
Would you take him back to work if the opportunity presented itself?
What is his leadership style?
What position is preferable for him?
Has he had any achievements in your company?
What else can you tell us about him?
2. It is necessary to convince the referee of the importance of an objective assessment of the candidate, as well as that his words will be kept secret. At the beginning of a conversation, it is better to find out whether it is convenient for a person to answer questions, whether he has time for this. Specific examples should be asked.
3. It is necessary to find out in what relationship the candidate and the referee are.
If the candidate has indicated his friends, then their reviews are unlikely to be objective.
5. You should not be limited to a conversation with only one referee.
Any negative, as well as positive, information about a candidate received from one referrer must be confirmed by at least one more person. Otherwise, there is a high probability of receiving inaccurate information.
6. It is necessary to additionally use your own capabilities for searching recommendation.
The most reliable information can be provided by an authoritative person in business, a person well known to the employer, whose opinion he trusts.
Also, managers call directly to the company where the candidate worked and interview some of the employees. The more people a conversation takes place with, the more objective you will be able to get an idea of the candidate.
The best option is to independently prepare a list of referrals for each candidate. This avoids the natural desire of the applicant to introduce only those people who like him and who will give good reviews.
4. Final interview and decision making.
In this final stage, you usually have to talk with a maximum of two or three candidates applying for a certain position, and sometimes with a single finalist. The task of the manager is to make the final choice and decide on the hiring of an employee.
Adaptation- this is the procedure for introducing a new employee into the position.
As a rule, an adaptation plan for each category of staff is developed by the HR department. But a separate restaurant does not have to have such a plan; in this case, the manager should think over who to entrust the procedure for the introduction of a new specialist. Newly hired waiters are assigned a manager or waiter with extensive experience to help them adapt. Such an employee is usually called mentor.
The choice of a mentor must be approached carefully. This is not just an experienced worker with great knowledge and practical skills, who knows the history and traditions of the restaurant, but also a person who has a certain authority and respect in the team. In addition, the mentor must have practical teaching skills.
Professional adaptation for different categories of employees is different, but organizational, corporate and household adaptation is the same for everyone. The mentor tells the new employee about the peculiarities of his work schedule, introduces the team, explains to whom and on what issue it is better to contact, tells about the history and traditions of the restaurant, about certain norms of behavior, about how everyday issues are resolved (when it is customary to have lunch where to get the shape, etc.). Such obvious at first glance things allow a person to quickly and painlessly fit into the team and avoid many unnecessary conflicts.
As for professional adaptation, much here depends on the qualifications and experience of a person's previous work. Some restaurateurs, for example, prefer to hire waiters who have no experience in other restaurants. In this case, the role of the mentor will include training the newcomer in the workplace. A waiter who has experience working in other restaurants, albeit to a lesser extent, also needs training, since the standards of service adopted in different establishments differ significantly. That is why many restaurateurs prefer to hire waiters without experience, believing that it is easier to teach a person than to retrain.
5. Personnel
Evaluation of catering workers
Evaluation is a feedback from employees and managers, a way to form motivations.
This especially applies to creative professions, since their work is associated with working in public, holding public events, performances, concert activities. For an individual assessment, the following can be used: an assessment questionnaire, a given choice questionnaire, a decisive situation assessment method, a behavior observation scale and a professiogram method.
The assessment questionnaire contains a standardized set of questions or descriptions aligned with the job qualifications. The questionnaire for a given choice includes the main characteristics of the work, a point assessment of the results of behavior. The method of assessment by decisive situations involves the preparation of assessors of a list of descriptions of "right" and "wrong" behavior in specific situations. The results of the assessment for each employee are recorded in a journal, which is subsequently used to assess the performance of work. This method is usually used by a manager.
Professiogram method - analysis of the employee's work, highlighting the main tasks, results, and processes.
The professiogram contains descriptive characteristics of the activity, a quantitative assessment of the elements of the activity, a psychogram.
Descriptive characteristics of the activity include: parametric description (library structure, goals and objectives, main activities); morphological description (means of labor, workplace, main elements of activity, etc.); functional description (sequence of operations, "action technology", work and rest mode, interaction and communication).
When using the classification method, all workers are distributed according to any one general criterion from best to worst. The alternative classification method involves comparing each worker to each. The total number of times an employee is the best in a pair is the overall rating system.
The choice of the methods used for individual and group assessment is determined by the number of employees of the enterprise performing work of a homogeneous content, or by the need to assess the qualities of workers, which are especially important for certain areas and types of activities of the enterprise. The results of the assessment are taken into account when preparing the submission to the employee.
Personnel assessment allows us to study the degree of preparedness of employees for the activities they perform, to identify the level of their potential opportunities for assessing the prospects for professional growth and job promotion.
Ways to improve personnel management at the enterprise
As an additional incentive for staff, it is proposed to introduce a compensation package.
The term "compensation package" includes all types of remuneration and benefits received by an employee from a company. The development of various compensation packages for all categories of employees identified in the company is one of the most important strategic tasks of human resource management.
The composition of the compensation package should, above all, meet the needs of employees and be balanced. Before including this or that type of remuneration in the compensation package, it is necessary to carefully analyze the characteristics of the team.
The necessary compensation package is a set of benefits that, firstly, are necessary for an employee to work due to the specifics of his activities, and secondly, bring him tangible benefits.
The compensation package includes:
1. Permanent (fixed) part of wages:
Base salaries (tariff rates);
Permanent supplements and allowances (for example, for special qualifications that exceed the requirements for the position held, or for working conditions that do not meet sanitary and hygienic standards).
2. Variable part of earnings:
Commission;
Other similar payments.
3. Additional benefits.
4. The possibility of being included in non-material motivation, depending on the results of work.
5. Options, retirement and savings programs.
6. Other payments.
In large companies, the main trend in the formation of compensation packages is to increase additional benefits and intangible remuneration in the general remuneration system. A developed social policy is present in those companies where human capital is valued. And, as experience shows, they are the most effective and successful in their business.
That is why it is proposed to introduce an additional compensation package, in particular for waiters and bartenders, since the financial result of the enterprise largely depends on the results of the work of these categories of personnel. By providing additional benefits, you can increase the interest of staff in their work, and hence the quality of service.
Taking into account the survey data, the compensation package should include:
Free meals or a discount on the products of this company;
Free home delivery.
Also, in order to increase incentives for staff, it is proposed to introduce qualification categories for waiters. Each higher grade must be paid in a larger amount than the lower one.
Proposals for improving personnel management at the enterprise
|
Offers |
Expected effect |
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Activities to create a psychological climate in the team |
The purpose of the events will be team building, the establishment of friendly relations between employees. Then each employee will not only clearly understand their role in the common cause, but also feel like a part of a single team. |
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Introduce qualifying ranks to managers |
Additional incentives for professional growth, improving the quality of service, which means an increase in the volume of the company's profit |
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Introduce an additional compensation package: Free meals Free home delivery |
The interest of the staff in their work, and hence the improvement of the quality of service |
Organization of personnel training system
The size of a restaurant's profit directly depends on the level of staff training.
The most effective form of personnel training, especially when it comes to practical training, is training.
Training Is a learning process, during which employees not only gain new knowledge, but can also practice it in role-playing games, that is, consolidate it in the form of specific practical skills. At the same time, the trainer specifically creates an atmosphere of psychological safety for students, which allows people to try new forms of behavior without fear of making mistakes inevitable in the learning process.
Tasks that are solved during trainings with line personnel:
Practical development of corporate service standards;
Assimilation by the staff of the menu, wine list, serving rules, specialties of the cuisine;
Practicing communication skills with guests;
Instilling the ability to recognize the type of temperament and personality of the client;
Practicing skills of servicing "difficult" clients and actions in conflict situations.
Only an in-house specialist can most effectively train staff on accepted service standards, instill a corporate culture inherent in this particular institution. Managers, a chef and a senior bartender are involved in training for bartenders and waiters. Each of them is responsible for a certain stage of training:
1) the manager trains bartenders and waiters on the rules of behavior in a cafe, with visitors and within the workforce;
2) the chef teaches the menu waiters;
3) the senior bartender teaches trainee bartenders to prepare all cocktails, introduces them to the wine list.
When applying for a job, the trainee is given instructions on the rules of work (which he must study in the first two weeks of his work. After that he takes an exam to the manager.
If the exam is passed, the trainee (trainees) are assigned a day of training with the chef of the enterprise, where he talks about the features of the menu, gives a detailed description of each dish, offers the waiters various game situations that contribute to the development of communication skills with visitors. A week later, the trainee waiter takes another à la carte exam to the chef.
In case of successful passing of all exams, the trainee is transferred to the position of a waiter.
After passing the manager's exam, the bartenders undergo a two-week training with senior bartenders in making cocktails, coffee and getting acquainted with the wine list. After that, he takes the exam for the restaurant manager and the head bartender. If the exam results are positive, the trainee is transferred to the position of bartender.
Particularly brightly on this issue was made Anton Nazarov, brand manager of the Svarog company, certified teacher of the English School of Wine WSET. In general terms, the essence of the speech was as follows. Now the role of intellectual labor in the work of personnel is increasing. An employee of a catering establishment must not only be able to serve, but also communicate. The academic approach to the training of service personnel involves teaching basic knowledge, skills, and no more. As a more progressive alternative, an approach with the tricky name "Competence" was proposed. In addition to the standard ZUN's, within the framework of this approach, the trainees are also taught certain communication skills, and a stake is placed on personal development. The competence-based approach involves three components: the development of special competence, social competence, and a craving for self-development, professional reflection. This approach is based on the principle of clarity, which distinguishes it from formal lecture, scholastic teaching, which the academic school sins. Also an important component of the competence-based approach is the emphasis on the development of communication skills, the development of the ability to speak about the product in a language understandable to the consumer. The educational process is divided into modules, complete semantic blocks-cycles, which contributes to a deeper assimilation of the acquired skills.
Konstantin Sukhachev, the chef of the Dve Palochki restaurant chain, in his speech mentioned his readiness to train newcomers directly on the basis of the institution. "Two sticks" as a network institution has a base and experience in staff training: master classes, trainings are held. However, during the discussion, some of the nuances associated with the features of empirical learning that take place directly at enterprises were also mentioned. Such training is driven into the narrow framework of the specifics of a particular institution, it is not self-sufficient.
The following arguments were given in favor of academic training: its task is to inform the student of a wide range of theoretical knowledge (it would not hurt a chef or technologist to know the basics of microbiology and chemistry), to influence personality development, and practical skills should be obtained already during practice at enterprises.
The participants in the meeting, including representatives of educational institutions, expressed their readiness to cooperate with professional educational institutions and help to raise professional staff.
“I am ready to take children almost from the first day of their stay in a specialized educational institution and train them on the spot,” says the chef of the Dve Palochki restaurant chain Kirill SUKHOCHEV. - In the near future, we will build our own training platform, and this work will be put on stream. Of course, now the need for personnel has become less acute than it was before the crisis, but there are no more good, conscientious specialists, so we will pay close attention to their training. "
In our city there are organizations where the cooking profession is taught almost from school. A striking example of such work is the culinary school “My tasty life”. Training and retraining of managers and catering specialists is carried out in the city on the basis of higher educational institutions, colleges, vocational schools and course complexes (Ufa Institute RSTU, Ufa Trade and Economic College, Ufa Higher Vocational School No. 136, Educational Course Complex of Public Catering of the Republic of Bashkortostan , Center of culinary skills "Pyshka-exclusive").
Deputies of the City Council advised the activists of the newly created "Association of Restaurateurs" to attract as many public catering establishments as possible and to act together.
A resolution was adopted at the end of the round table. In it, the "Association of Restaurateurs" invited all interested enterprises to prepare an appeal to the educational institutions of the city with a request to take into account their needs and wishes when training specialists for work in the field of public catering. Together with city structures, develop and apply in practice an independent system for assessing the activities of restaurant business enterprises by category nomination in order to increase the prestige of the professions of a cook, culinary specialist, waiter, bartender. Conduct city-wide competitions of professional skills with the provision of opportunities for the winners of the competitions to improve their level in educational institutions of the country. Temporary job. The shortage and turnover of personnel, the lack of professionalism of ordinary employees are the most acute personnel problems in the Russian restaurant business.
“Employers want to get specialists already ready to work in their institution,” says Svetlana Borovik, director of the GOU NPO KK Proflitsei No. 75. - They do not take into account that each restaurant or cafe has its own specifics, which is difficult to take into account in basic training. After all, students are trained according to a certain standard. Therefore, we offer restaurants and cafes to switch to a contractual form of cooperation, when we are ordered to train certain specialists and facilitate their training by paying for additional special courses. We have the opportunity to introduce academic disciplines that are important for working in a particular restaurant. There are experienced craftsmen and tools for this. But, unfortunately, few catering establishments agree to such a relationship. About the quality of education
The Department of Education and Science of the Krasnodar Territory believes that in the Kuban the situation with personnel for the public catering industry is not as critical as, perhaps, in other regions of Russia. In 55 educational institutions, about six thousand students acquire knowledge and practical skills in the professions of a cook, pastry chef, waiter, bartender. Many of these children will continue their studies in secondary specialized educational institutions and universities. Each educational institution of primary vocational education of the region has social partners, that is, employers, with whom contracts are concluded for students to undergo practical training and further employment of a graduate. In 2007, 66% of graduates of primary vocational education institutions were employed precisely as a result of a competent policy of cooperation with employers carried out by the management of the vocational school and lyceums. The most demanded in the catering industry in the region are the professions of a cook, a waiter, and a bartender.
The high level of preparation of cooks and waiters is confirmed by prizes at all-Russian competitions, regional Olympiads of professional skill, which are won by Kuban students and graduates. So, for example, in 2007, at the All-Russian competition of culinary arts in Moscow, representatives of the professional school No. 76 in Sochi took the honorable 5th place out of 40 participants in the competition.
But, as you know, the indicator of the quality of education is the general average level, and not the individual successes of the best students. This thesis is confirmed by the above opinions of restaurateurs. The need for new approaches to the process of training specialists for the catering industry is long overdue. For various reasons, educational institutions in Russia are not yet able to provide the market with the required number of graduates of the required quality of training. It's time to change training standards and train specialists in demand in the catering market. By combining the leading world experience, taking all the best traditions of Russian culinary art, it is necessary to conduct an examination of curricula and bring it in line with the requirements of the modern restaurant business. And, of course, it is necessary to improve the image of vocational schools and lyceums, and this can be done only by solving their problems with material support, with the selection of specialists for the positions of foremen, with decent remuneration for their labor.
Resource Center The Department of Education and Science of the Krasnodar Territory next year plans to make the most of the experience of one of the best educational institutions of primary vocational education in the Kuban, creating on its basis a resource center for training specialists in the restaurant industry. We are talking about the Krasnodar vocational school №75. In November 2007, this educational institution will celebrate its 70th anniversary.
After graduation, 80% of our students continue to work in their specialty, - says the director of the lyceum Svetlana Borovik. - How do we know this? We conclude a contract for the employment of a graduate with each company that applies to us. Our lyceum regularly provides information on its activities to the Department of Education, and one of the important articles of the report is the percentage of student employment. The guys often get a job at those enterprises where they undergo training. Basically, in Krasnodar, and even those who came to study from different parts of the region. Only 10% of graduates from the periphery return to their native villages. In Krasnodar, children find work in the professions received at the lyceum - they get jobs as cooks, waiters, bartenders in restaurants, cafes, and canteens (medical, educational institutions). They receive quite a decent salary for young specialists - from 7 thousand rubles and more. We have formed a database of employers who are most actively cooperating with us, which also helps with the employment of graduates. We can give examples of successful cooperation with catering enterprises of Krasnodar on the basis of contracts. For example, we trained 18 specialists for the restaurant of the Aquatoria entertainment center. The company did not have to finish teaching the children, as they got acquainted with the specifics of the catering establishment where they were going to work, in advance, even during the internship. Enterprises can also come to us during the qualification exams and take future graduates for a 1.5-month practice with subsequent employment. We are willing to accept any conditions of cooperation with employers. In addition, we regularly introduce regional components into the student curriculum. For example, we train according to integrated programs: in a year and nine months, the student receives the profession of a cook, a waiter, and a bartender. In the future, the guys can try themselves in any craft and choose what they like. And this is not bad for an enterprise either: universal specialists are always valuable. The survey showed that 64% of companies in Moscow and 63% of companies in St. Petersburg have their own training program for line personnel, and 55% of Moscow and 75% of St. Petersburg companies participating in the survey apply such a policy in relation to office personnel.
6. Analysis of the state of personnel policy and its main problems at the moment
Personnel issue during the crisis
The situation has changed. The number of job seekers has exceeded the number of employers. The attitude to work has changed - loyalty has increased, people have begun to hold on to their jobs. There is a possibility that in this sense a certain positive function of the crisis will manifest itself, which will play into the hands not only of employers, for whom the decline in salary expectations was good news (according to the Headhunter portal, it was about 20-30%), but also for consumers. The fact is that a situation has arisen when it is no longer possible to get a job "for a month", and increased competition (the offer from applicants exceeds the demand from employers) forces them to take their responsibilities more responsibly and develop professionally.
However, such a convenient situation for the employer will not last forever: Valentina Pilipenko, the chairman of the trade union of trade workers, said that there is demographic data available until 2025, from which it is possible to draw conclusions about the need for vocational guidance now, so as not to face a shortage of personnel soon. lack of service personnel. At the Royal Beach restaurant on Krestovsky Island, we discussed personnel problems in their industry. The number of cafes and restaurants in the city has not diminished, but the financial crisis has forced specialists in this field to look at many things differently. For example, according to the director of the Headhunter company in St. Petersburg, today highly paid specialists have lowered their salary expectations by almost 20 percent, and ordinary waiters are ready to work for a salary that is almost 30 percent less than in pre-crisis times.
Personnel problems and management errors
The most complete list of situations that create a headache for service personnel related to employers' dishonesty is given by Grigory Babarayka, President of the Petersburg Association of Bartenders. According to him, the most common forms of incorrect treatment of an employee are non-observance of the conditions stated at the interview (underestimation of wages, lack of promised delivery), lack of a social package, fines, lack of service meals with a shift duration of about 12 hours, lack of additional payments for overtime ( including training for newcomers), spontaneous dismissals, lack of individual work, meetings. Relatives and friends who have no idea how to work in a catering establishment are hired as administrators. The solution: the creation of trade unions, the more thorough work of the regulatory bodies.
In a speech Valentina Pilipenko the question of the need was raised. The question was also raised about whether "black lists" - a database of unscrupulous workers available to employers, were needed. It was suggested that the “black list” is a harmful practice: a person can change and not repeat the mistakes for which he was included in the lists. In addition, often "black lists" become a tool with which the employer settles scores with the employee to whom he feels personal dislike.
The main problem is unscrupulous staff: as they say, what we guard is what we have. Everyone solves this problem in their own way. For example, the HR director of the Russian Rybalka restaurant chain Irina VINOKUROVA said that her chain has developed its own personnel selection model, focused on attracting employees loyal to the company.
“If we see that the only motivation of an applicant is money, then this is not our person. An employee who is safe for the company is a careerist: he does not need black marks in his biography, he strives to become a professional, ”she said. There was also talk about "black marks", more precisely - about "black lists". This idea has been in the air for a long time, however, it has not yet been possible to find the correct legal form for it - such lists are illegal. And it will hardly be possible to legitimize them - experts rightly fear that people who become victims of not professional, but personal conflicts with employers may suffer.
So they abandoned lobbying for this idea, agreeing to use the old proven method: HR officers only need a few phone calls to the previous employers of the candidate to find out the reputation of the latter. After all, the world, as you know, is small.
Staff turnover
Working in modern catering is not easy. Perhaps the staff turnover can be explained by the fact that many cooks and waiters simply do not keep up with the rhythm of work and the volume of workload. To stay in this profession for a long time, you must really love it.
Mainly students come to work as waiters. That is, those who work in their free time from studies, who like to communicate with people, the cheerful atmosphere in the hall, music, and, in addition, pay money for this. In other words, this job is often done by amateurs. Those who deliberately studied the profession of a waiter try not to stay in this position for a long time and try to make a career, for example, in the manager of the hall, and the place of the waiter, accordingly, is taken by a newly arrived inexperienced recruit. Strange as it may sound, people who lack moral standards and the necessary concepts of honesty and decency, in many cases go to work in public catering, hoping to get quick access to left-wing earnings there. Therefore, they cheat and cheat.
Many restaurateurs are of the opinion that the “Kuban mentality” hinders the solution of the personnel problem. Our HR policy differs from the HR policy in other regions. The fact is that a tough management system, where it is necessary to observe discipline, where there is a system of fines and incentives, does not take root well in the Kuban. It is important for the employees of many Krasnodar restaurants that they feel comfortable working together; strict adherence to the internal regulations of the enterprise is not for them. Separately, restaurateurs note the slowness and sluggishness of southerners in their work, as well as problems with motivation: there is no desire to move up the career ladder, to grow professionally. Although, of course, this is a moot point.
The survey also showed that according to the results of 2007, among senior managers (chefs, sous-chefs and senior chefs) there was the lowest percentage of staff turnover (in Moscow this indicator was 20.23%, in St. Petersburg - 12.5%). %). As a result of a survey of companies, quite high turnover rates of specialists (cooks, pastry chefs, cashiers) and service personnel (administrators and hall attendants, waiters, bartenders) were obtained - from 38.34% to 66.78%, depending on the position level (see. graph No. 2).
Schedule 2
Despite the perceived problem of staff turnover, many company leaders understand that people are outgrowing their level and leaving for other enterprises.
Staff shortage
The heads of vocational schools confirm that before the next graduation of young specialists, they had to advertise in the newspaper for employers. Over the past two years, restaurants, cafes, canteens have already turned to vocational schools and schools themselves when they need to expand their staff.
According to our observations, now there is an acute shortage of catering workers in general, not to mention qualified personnel, - says Valeria Belavina, HR director of the restaurant chain Lyubo-Dorogo LLC. - A particularly difficult situation is observed with line personnel (waiters, bartenders): of the newly hired, almost none of them have work experience. Thus, they get the necessary skills already with us. As for the kitchen workers, the situation is as follows: the chefs who come to work have a distant idea of the mode of operation of modern catering establishments (for example, the simultaneous execution of several individual orders), therefore, they undergo an internship in production under the guidance of experienced mentors.
The salary
According to the results of the "Survey of salaries, compensation and benefits among public catering enterprises" conducted by AVENIR, over the past year, the level of salaries of chefs, sous-chefs and senior chefs in Moscow and St. Petersburg has grown by an average of 20%. The level of income in other positions increased at a slower pace (see chart no. 1).
At the same time, the difference in the income of chefs with different work experience can range from 10.5 to 27% or more. Thus, in Moscow, the salary of a chef with no more than two years of work experience averages 32,120 - 35,000 rubles. per month. The average salary of his colleague with a higher professional level and work experience of more than two years is 40,725 - 45,000 rubles. per month or more.
II... Practical part: analysis of the personnel policy of the McDonald's restaurant
1. Activities of the company in the world
Canada was the first country to open a McDonald's restaurant outside the United States. A significant event for the company took place on June 1, 1967. From this moment, the history of the conquest of planet Earth by a company with two golden arches begins, the symbol of which is known to almost all residents of different countries of the world. More than 1,000 fast food restaurants are currently open in Canada.
After 14 years, McDonald's restaurants crossed the ocean and appeared in countries such as Germany, France, Japan, Australia, England. The number of restaurants in European countries and Australia exceeds more than 700; there are approximately 2,500 McDonald's restaurants in Japan. The large number of Japanese PBOs is explained by their small size, so the first Japanese McDonald's, opened on July 20, 1971, occupied an area of only 150 square meters. meters, for comparison, the restaurant on Pushkin Square in Moscow covers an area of more than 7000 sq. meters. The six of the above countries account for about 80% of the company's revenues from the activities of restaurants in the total foreign trade turnover of the company.
Depending on the specifics of the local market and the customs of the people living in the country, McDonald's develops a special menu. So in India Big Mac is made from lamb, and in Israel there are no dairy dishes on the menu and restaurants are open only 6 days a week, Saturday is an official day off. In Saudi Arabia, images of idols are prohibited, so there is no image of Ronald McDonald on posters and restaurant buildings. In addition to various restrictions, non-original products of the company may be presented in the menu of individual countries, for example, in Canada and Italy, apart from sandwiches, pizza is sold.
For all countries of the world, the opening of the first McDonald's restaurants is a significant moment in the life of the country. Restaurants opened in Eastern Europe and China, on the first day, gathered many kilometers of queues of visitors. So in Moscow in 1990, more than 30,000 visitors were served, restaurants in Prague and Warsaw, opened in 1992, served 35,000 visitors on the first day of opening, and McDonald's in Beijing in the same 1992 accepted orders from more than 40,000 human. Fast food businesses have been operating in the Middle East since 1993. The main component of the company's successful work outside the United States is a reliable local partner fully involved in the creation of a restaurant chain, a streamlined scheme for preparing products and serving visitors, an original McDonald's menu, a well-known trademark, as well as compliance with all the rules and standards that were laid down by the McDonald brothers. and Ray Croc.
2. The work is seasonal:
McDonald's is not interested in workers who, with knowledge day, will immediately bring a letter of resignation. The company needs employees who will work for a long time to meet the needs of visitors, and not 2-3 months, so McDonald's restaurants have a flexible work schedule that allows you to combine it with your studies. Any business company builds its forecasts in the long term, therefore, a large decline in workers will reduce turnover and, accordingly, the profit of the company as a whole.
In addition, the company will spend time on new employees for their training, legal processing of documents, money for uniforms, so that in the end an employee who, only after the end of the probationary period (2 months), will get used to and cope with the difficulties and difficulties of work will leave. For employees who have passed the probationary period and received a white badge, there is an increase in the hourly rate by 15% and additional bonuses from the company for working out some work norms. Free lunches are an additional motivation to work in restaurants so that after school, when you come to work, you can have a snack.
3. Age of admission to work:
McDonald's company recruits employees aged 16 and over to work in its restaurants as a member of the brigade. This is due to the labor legislation of Russia, according to which the working age starts from 16 years. Perhaps, over time, the lower threshold will be revised for those wishing to officially work from a younger age, but so far it is possible to work in Russia only from the age of 16.
In addition to restrictions related to labor law, recruiting employees under 16 years old is disadvantageous to McDonald's for some reason. So with minors (16-17 years old) employees there are many legal difficulties, many restrictions in the preparation of work schedules and positions held. They try not to detain minors after 22:00 and put them on the cashier, because they are immaterially responsible for the money and if there is not enough money at the cash desk, then they will not be able to write a comment to the minor employee. In addition, such employees can quit by writing an application in 3 days, and not in 14 days, as employees over 18 years old, and it will be difficult for them to quickly find a replacement.
There are, of course, exceptions in hiring people under the age of 16, but quite rarely, because they are mainly seasonal workers who fill gaps in the schedule if there are not enough workers in the hall.
4. Workers uniform:
The McDonald's company is currently experimenting in some restaurants to change plaid shirts to plain T-shirts with short sleeves and McDonald's brand logo (the company's symbol - two golden arches will be located on the employee's right shoulder at an angle of 90 degrees, i.e. lie on the side ). Polo shirts for workers will be orange, for instructors - purple, the clothing of the management staff will not undergo major changes: striped shirts will remain, and the color of trousers will slightly change.
The change of the old type of uniform is aimed at attracting new labor resources, therefore, in the new style of clothing, a more youthful, sporty style will be traced. However, the material from which the uniform will be sewn will remain synthetic, therefore, the workers will not experience special comfort with strong stress on the body during the intensive, but rather the opposite. In addition, on people of adult age, which is becoming more and more in McDonald's restaurants, such a uniform will not look very impressive. In addition to changing outerwear, they are also going to change hats from visors to caps (baseball caps). Baseball caps, which were previously on the auto distribution, caused a lot of complaints from employees, because a long visor made it difficult to see orders on the monitor, and also, due to the closedness of the headdress, he had to be worn barely on his head.
5. Career:
Working at McDonald's is an opportunity to achieve rapid career growth in a short period of time and in 2-3 years to become at the helm of one of the chain's restaurants. The reasons for such a career takeoff in such a short period of time are due to the huge turnover of personnel in all positions, as well as the opening of new restaurants in which employees are needed, usually experienced workers are transferred to them with a promotion.
It is difficult to say what qualities a careerist should have at McDonald's, because it is mainly the restaurant director and his assistants who make decisions about promotions. Usually, decisions are made on subjective grounds, not always the main indicator, which is a high level of performance of duties in the work performed. According to managers, those who can better manage than work are promoted. If an employee copes with his duties, not only his own, but still manages to help at a nearby station, then, most likely, he will be promoted in 3 years, if any, because such employees close the gaps in the schedule and the lack of experienced staff to serve restaurant visitors. Therefore, those who have more developed communicative qualities, and not hard work, can reach heights on the career ladder.
To get one step higher is not enough just the director's decision to raise. A candidate for a new position will have to listen to several lectures, and then write a test, based on the results of which a decision will be made on his transfer to a new position. The test is about knowledge of the history of the company, working standards, personnel management and resolving issues with visitors.
But not everything is so positive. Promotion is very good, but at the same time the responsibility increases significantly, and the salary increases by 10-15%. In addition, the manager, under the terms of the employment contract, can be transferred to any restaurant, which is often far from home. And young managers trying to prove something to someone can be seized by star fever, because for most of them, the experience of leading subordinates is the first, so some of the careerists lose many good colleagues with whom they began their career at the counter and the gas station.
In addition to the above, one of the shortcomings of the McDonald's management system is the unstable position in the company. A manager of any level, as well as an ordinary employee, can be fired without hesitation for any minor violations of standards, if a person has more than 10 years of experience in the company.
The flip side of all ups is a downside, which happens less frequently. In the case of a promotion, if a person has worked for him for several months, then they can be downgraded for one non-compliance with standards: rotation of timers for products or a large write-off.
6. Manager-Trainee Program
For those looking to pursue a career in McDonald's restaurants, there is a special manager training program called the Trainee Manager. This program is good because in 1 year you can become one of the assistant director of a restaurant and earn good money almost immediately, without gradually going through all the steps of the McDonald's hierarchy, starting from a member of the restaurant team and eventually becoming the director of a restaurant in 5-7 years ...
What requirements does the company put forward for candidates for the Manager-Intern program:
A person with higher education or a 4-5 year student who already has an incomplete higher education.
Full working week (40 hours).
An active life position, high communication skills, leadership qualities.
Ability to work in a team, be open to continuous learning and self-development.
Good knowledge of English.
If a potential candidate meets all of the above requirements, then he will have to go through an interview with the curators of this program. If a positive decision on the candidacy is made, then a personal mentor will be assigned to the Trainee Manager and training under the program will take place in one of the restaurants in Moscow. During the training, the candidate for the position of the second restaurant assistant will receive theoretical and practical knowledge in the field of:
Madonalds policy and standards
Ability to use production equipment correctly
Skills to train new employees as an instructor
Skills of motivation and personnel management as a manager
Skills of communicating with restaurant visitors and solving their problems
Fundamentals of Labor Law and Proposed Social Benefits for Restaurant Employees
Hiring staff and scheduling working hours for subordinates
The Manager-Trainee program has several stages, the transition from one to a higher level is carried out by means of passing tests and classes, according to the results of which a decision is made on the further passage of the program by the candidate. If the candidate cannot show the necessary results on the tests, then he is removed from the program and remains in the position that he achieved during the course of the program, and further his career growth in the restaurant goes on an equal footing with people who did not participate in the program, i.e. e. the candidate becomes a simple employee of the restaurant. At the end of the program, on the basis of all previously passed classes and tests, an overall assessment of the candidate's professional suitability is displayed and a decision is made on assigning him the position of a second assistant at McDonald's restaurant.
7. Do employees cheat visitors?
More and more visitors to McDonald's restaurants believe that they are being deceived by employees in pursuit of their own goals, without reporting some type of product to a paper bag with an order. The opinion of cheating is especially widespread among people ordering food through the mac-auto system, who are unpleasantly surprised when they drive away from the restaurant and open a package with their order. There may be no sauce or sandwich in the package, although it is punctured by check, but in reality it is absent. Few people want to go back to a restaurant, make a scandal over the lack of ketchup or hamburger. Therefore, the resentment among visitors to the service in McDonald's restaurants remains and distrust of all employees and the company as a whole increases.
If you look into this problem in more detail, then there is no point in deceiving restaurant visitors who have come to have a bite to eat, because the amount of products is not subject to total accounting and it makes no sense to try to reduce the loss of previously written off products in this way. Also, if the employee did not report the sandwich to the order, but punched it at the cash register, then its cost and money have already been taken into account by the cash register and the employee will not be able to take this money for himself, because when recalculating his earnings per shift, a shortage will be found, which will be reflected in his file as a comment on the restaurant's cash policy. The main reason why there are no ordered items is the carelessness of the employees or the lack of skills and experience to quickly and correctly assemble the order. Work in restaurants is very intense and sometimes it makes your head spin. there is not enough workforce, then workers have to perform additional actions, due to which only the distraction increases and the quality of service decreases.
8. How the work inside is tripled
If a stranger finds himself inside the working premises of a McDonald's restaurant, it will be very difficult for him to understand the work process due to the specific manner of communication and work of the restaurant employees. McDonald's is a conveyor belt in which each employee performs a strictly assigned function, due to which the satisfaction of visitors occurs in a few tens of seconds. I will try to decompose the work of the conveyor by 100% satisfaction of visitors by work positions in which employees and managers work.
Cashier or counter workers are engaged in greeting the visitor, receiving, collecting, issuing and paying for the order, as well as saying goodbye to the client.
A second number or an order collector can be attached to the cashiers, who does not participate in accepting and settlements with the visitor, but only collects the necessary items in the correct sequence. Once upon a time there were two second numbers: one collected hot items (sandwiches, potatoes, pies), and the other collected drinks and ice cream.
Attached to the counter is a potato station where fries and country-style fries are prepared and packaged. All cashiers and second rooms are trained to work at this station, so the responsible person in this position appears only at the moment of the largest influx of visitors who come to have a bite to eat at the restaurant.
It is more and more difficult for kitchen workers due to the large number of work positions. So there is a station for the preparation of hamburgers, cheeseburgers and big macs, called the Rex-Mac station, the Big Meat station, where more complex sandwiches are prepared (pianos, makchikens, big tasties, etc.) and the Frying station, where chicken and fish cakes, nuggets, as well as pies. The station of Rex-Makov and Big Meat is equipped with a toaster, a filling table and a grill for meat. In cases of intensive (a large influx of visitors to the restaurant), 3 workers may appear at the station for the preparation of gums, cheese and poppies: 1 for a toaster, 1 for a gas station, 1 for a grill, for Frying and Big Meat, 2 people each to speed up the cooking process ...
A whooper is in charge of the kitchen - a man who stands behind an iron machine with ready-made sandwiches (bin) and keeps track of the available products and those that will be ordered. He packs ready-made sandwiches and informs the cashiers about the process of preparing the names in case of their absence. Whooper is the kitchen manager.
Auto-distribution or Mac-Auto is engaged in serving visitors by cars. Includes: a window for receiving an order, a window for paying for an order and a window for collecting and dispensing products. Depending on the number of cars, there may be from 2 to 5 employees on the Mac-Auto. 1 employee for receiving and paying for the order and 3 for collecting and delivering it.
To ensure that restaurants have an uninterrupted process of preparing products, there are warehouse or delivery workers who monitor the process of reducing various types of items and from time to time replenish the ending types.
The employees of the hall are engaged in cleaning of office and public premises (hall, street), as well as distributing small souvenirs with McDonald's symbols to small children. The hostesses of the hall are involved in organizing children's parties, and also, in some cases, perform the role of a manager.
9. Why are few people willing to work in this area
From the outside, it may seem that a huge number of people work in McDonald's restaurants in all possible positions, but at the same time, the service staff cannot cope with the influx of visitors who want to have a fun and tasty time with a cup of cappuccino or big taste. Why is everything so complicated?
Now the company has just a huge deficit in labor and reserves, tk. there are many alternative jobs for students with a floating schedule in Moscow, which is why there is a choice. Very few students choose McDonald's as their first job, although, in my opinion, as the first job, McDonald's is even better than the less dynamic and more monotonous one.
Once upon a time, during the formation of a restaurant chain in Russia, McDonald's was very honorable and enviable to work. They recruited only adult students of good Moscow universities, but now this is not the case: they hire almost everyone who wants to get a job. Nowadays, due to the fact that the prestige of working in the company has dropped to the level of the plinth, many guys choose just not to McDonald's, believing that working in a company is washing floors and shouting about a free cash register. Even if a person gets a job, but in the first 2 weeks he doesn't like something in the labor process, then, most likely, he will leave, knowing that this is only his first job, without thinking too much about the future. For example, out of 20 people who signed labor contracts on one day, 3-4 people will remain by the end of the year. The staff turnover in the company is very high.
Draws attention to how many advertisements appeared on TV, in newspapers, on radio, on the Internet aimed at attracting new employees to restaurants, instead of advertising start-up promotions or new types of sandwiches, how many advertisements for employment in the restaurants themselves. This shows that the company is experiencing a significant shortage of young personnel, future employees and managers, but still there is no necessary inflow. Of course, the company is somehow trying to close problem restaurants by attracting employees from the regions or by recruiting rather adult people to work at McDonald's, but this is just a small part of the required amount, which is necessary for 100% satisfaction of visitors who come to eat at restaurants.
It may seem funny, but ordinary employees without work experience and education can quite realistically earn about 15-20 thousand rubles a month for 160 working hours. In addition, there are many different bonuses, add-ons, free meals, opportunities for a good combination of work and study, as well as opportunities in terms of career growth, as well as bonuses for overtime. In my opinion, money is quite good for a young man, but even the most important goal in every work process - money income cannot have any significant effect on the desire to go to work in a company known to the whole world, and this is all because the reputation of the work is very low.
10. Why go to work in a restaurant
It is difficult for a young person who starts his career without a higher education or specialty to find a serious job in our time. Therefore, as the first job to gain seniority and experience, McDonald's restaurant is quite suitable.
Work can be easily combined with study, choose free working hours, without interfering with the acquisition of basic education or specialty. And if you combine these 2 factors especially well in your life, then the company gives a cash bonus of about 15 thousand rubles for six months for successful studies and good work.
The proximity from home to work is also one of the important factors in choosing the first place of work. This allows you to make more flexible work shifts and save time on transport.
The young team, which mainly works in restaurants, can also be attributed to one of the decisive factors in choosing a job for the clown Ronald. This fact makes it possible not only to work fun, but also to find new friends and acquaintances with whom it will be possible to communicate not only during the shift.
The possibility of rapid career growth, although not by many is perceived as a decisive factor, still takes place in the future. Some of the new employees who have distinguished themselves in their performance indicators are quite realistic in 4-6 months will become instructors, and in a year they can already lead employees in the person of managers of various levels. This will allow you to get a broader view of the work and the opportunity to get more serious work in the future outside of McDonald's.
Free lunches - not every company has a similar practice of feeding its employees, which gives a significant advantage in choosing a job.
Free training and form - I don’t know how important this factor is for novice workers, but there are small firms that take money from new people so that at the end of the training process they do not leave these firms, in McDonald's everything is free.
Social security will allow you to have most of the benefits that are provided for by the labor legislation of the Russian Federation. In addition, the company does not have any monetary fines for spoiled products due to the fault of the employee. The maximum that will be for the employee is a comment and writing to the file. In the company, all employees go through the procedure for obtaining a medical record, paid by the restaurant itself, which remains with all employees after dismissal.
The wages are quite adequate for people who have almost no work experience, and what is good about work at McDonald's is that all the hours of the employee, all the minutes worked in the restaurant will be taken into account when paying wages, because employees work on a card that takes into account working hours. The salary for all McDonald's employees is indexed approximately to the annual inflation rate for the country, in addition, there is an internal certification for each employee individually.
But if in fact, most of those who go to get a job in restaurants usually do not look for anything better, because they know that getting to work at McDonald's is easier than anywhere else due to a large shortage of staff.
11. Requirements for working girls
There is an opinion among restaurant visitors that only unsympathetic girls work at McDonald's. There is one aspect in the appearance of each of the restaurant workers that makes her unattractive in the eyes of outsiders. The name for this aspect is working form.
A bit of history about the creation of the McDonald's company. At the time of their development in the 50s and until the 70s, only men worked in restaurants, but the United States is not Russia and feminists (lovers of hauling sleepers and lifting weights) wanted equal rights for themselves and the opportunity to find a job in restaurants, while while McDonald's executives were opposed. In their opinion, this presence of female workers would greatly distract men from work and women would not be able to perform all the amount of work that was required of male workers. As a result, US legislation forced women to work in restaurants. But here, too, company leaders came up with a way to reduce gender differences between employees by forcing women to wear the same male uniform that did not emphasize their merits and was less distracting from work. Since then, the tradition has been preserved to this day.
Nowadays, in addition to the fact that uniforms (pants, shirt, visor) clearly do not paint girls working at McDonald's, there are also specific standards of appearance that each employee must meet. So during the work shift it is prohibited:
Wear loose hair
Long or painted nails
Highlight your eyes with makeup and make up bright
Wear rings or earrings (you can only wear a wedding ring and earrings without stones)
Wear persistent perfume
Everyone who does not comply with such rules receives verbal warnings, and then writes to the file, if there are 4 or more entries in a non-standard appearance, then this is already a reason for dismissal, so girls have to choose between their attractiveness and their real place of work.
Such a set of measures for proper appearance reduces any attraction of restaurant visitors to workers in striped shirts, which is why there is an opinion that only ugly girls work at McDonald's.
12. Career growth
McDonald's, like any organization, has its own hierarchy or career ladder. Each employee who comes gets a starting position and becomes a smash-player, but not from the word Crush, but from the English word crew. But even among the krushniks, there are various types of them. So, an employee who is on probation (2 months) gets the nickname Yellow because of the color of the badge that is given to the employee for the first 2 months of work and is exposed to various jokes from more experienced employees, a kind of hazing. After the probationary period has passed and a new contract is signed with the employee, he will receive his white badge instead of the yellow one in a solemn atmosphere and will become a full member of the large family of the clown Ronald.
After the employee demonstrates his professional qualities in certain positions and attracts the higher management of the restaurant, he will be promoted to the position of an instructor. If a potential instructor passes a certain test for professional aptitude in this position, he will receive a new shirt instead of a plaid one and will be able to train new yellow employees to work in certain positions until his new skills in communicating with young employees are again evaluated by the higher management and our cr-tr will be promoted to mng or manager.
Having successfully passed the new test for a new position, our instructor will lose his visor headgear and receive a blue shirt. From now on, they will call him the proud and honorable word Manager, and the position in which he will work will become swit-mng - something like an entry-level manager who will control the work of the trainers and instructors, motivating them to work 100% for complete satisfaction. the needs of your favorite visitors.
As you may have guessed, our junior manager will again need to prove himself with active work in personnel management to get a new prefix for the word manager and increase wages, namely, he will become swing-mng, not to be confused with pigs or swingers. Our manager has nothing to do with them at work, but outside the restaurant who knows, but this does not apply to our topic. The swing-mng job is the same as that of the initial managers, only now there will be more demand.
After some time for the length of service or a good attitude towards the common cause of personnel management and customer satisfaction, our swing will become a treni manager, or something like that, having the opportunity to be a senior on shift in the absence of higher managers in the restaurant and will receive a fixed salary in exchange for accounting for the worker time according to the chronocard. The position is transitional, and after some time our careerist, who has already improved in years, will become the Second, and then, possibly, the First assistant to the restaurant director, the so-called assistant (1, 2 ass). I don't know why the assistants call themselves so proudly, but it is possible that over the years of moving up the career ladder, their ass turns from normal into something more that it is impossible not to highlight this with a proud designation because of great ambitions.
When our assistant gets tired of being the second, and then the first assistant, having shown himself in the eyes of the management of the company's central office, he will be made the director of the restaurant, who will manage and steer all the affairs in his own little world called the McDonald's restaurant, recruiting new personnel in the face of yellow employees.
13. Working positions
At McDonald's restaurants, there are several positions that employees can be trained for: lounge, kitchen, counter, and delivery. A lot in choosing your first place of direct work will be influenced by age and work schedule.
If you have not reached the age of 18, then it is almost impossible to get your first training on the counter, because only adult employees by company standards can be trained at the checkout. But at present, due to a lack of personnel, 17-year-olds are also being trained. Working on the counter is quite responsible due to the fact that you need to be responsible for the money and psychologically difficult, because you communicate with visitors who are not always friendly towards the employee who serves them.
If you have not reached the age of majority, but your work schedule has ample opportunities for a restaurant (from morning to evening), then you will be trained to work in the kitchen or cashier assistants (number 2). Working in the kitchen is physically quite stressful compared to working at the counter, especially when a lot of people come to the restaurant to eat. The second number works at the counter and only collects orders from visitors, without taking part in the calculations.
If you are 16 years old, and your time opportunities are very narrow for long shifts in a restaurant, then your position will most likely be the Hall. You will need to clean the trays behind the customers, wash the floors in the toilet and restaurant premises. The work is pretty boring, tk. You will not have special opportunities to communicate with someone, and visitors will treat you like a waiter, from time to time asking you to fulfill some of their requests. Perhaps your training as a second number - an assistant cashier or an employee of the Potato station, who will fry and pack potatoes.
For delivery (replenishment of food supplies for the smooth operation of the restaurant), they take strong guys who have a morning-afternoon or afternoon-evening work schedule. In addition, you will receive basic knowledge for working in one of the positions, most likely the kitchen, so that in the absence of work or a large influx of visitors, you will be transported to the desired position.
After some time, after you have trained well in a particular position, you can be trained for new positions: auto-distribution, manirum, the hostess of the hall.
Auto distribution - service of visitors by cars. Usually the fastest restaurant workers work at the auto-delivery. this position has priority in service over the counter. Everything is the same as working at the checkout, but there are nuances for which each individual employee is responsible: accepting an order, paying for an order, collecting an order or issuing an order. ...
Manirum (money room) for this position is trained mainly by girls who are engaged in accounting for the money earned in a restaurant, counting the earnings of cashiers at the counter or auto distribution.
Anyone who wants to control the work of an employee of the hall and hold children's parties (birthdays) can become the hostess or the owner of the hall.
For all positions, you will be trained by an instructor who will give you the basic theoretical and practical knowledge to work in this position.
III... Conclusions and offers
After I got acquainted with the personnel policy of the McDonald's restaurant. I can draw my own conclusions. Reading these articles, which were published in the book "The Truth About McDonald's," I was quite interested in their politics. It differs from the personnel policy of other public catering enterprises. For her character, a rather creative form: new methods, approaches. Sometimes seemingly absurd things find their own explanation. But you can always find disadvantages and disadvantages. In my opinion, trying to make a career in McDonald's restaurants is quite difficult, since the salary of a restaurant director is 70-80 thousand rubles a month, and the level of responsibility for a huge number of employees is colossal. Working in a restaurant as a manager, it is not always possible to achieve consistency, because a reason for dismissal can be found at any time, for minor non-compliance with the standards of the work of fast food enterprises. The whole program is rather difficult to pass, because the candidate receives a lot of different information, both theoretical and practical. The working day is about 10-12 hours after passing the first steps. Many candidates are removed during the course of the program due to the high standards that are required of the candidate. Advertising does not justify itself either. Promising mountains of gold, in reality, naive youth do not receive such sums. What to say about flexible hours. Yes, it is present and allowed, but in real life it is not so. After talking with the employees of this institution. I found out - when you come for an interview. To the question: "indicate how many hours you can work" It is better to answer from 8 or more. Those who indicate less are simply weeded out. Of course, it is difficult to draw up a schedule. If each person asks, as it is convenient for him, working only an hour or two a day. This is hello to the fact that a huge staff is being formed. And a large number is not only difficult to control, but everyone needs to be trained, lectured, brought up to date. It will just take a bunch of extra time, and confusion with substitutions will start to arise. Reading the answers of employees to questions about their opinion about the restaurant (on the McDonald's forum), they express a lot of dissatisfaction about this. I believe that the personnel policy has set itself correctly. Combining work and study is difficult enough, you may be asked to leave early, or unexpectedly replace. In this case, the free schedule does not find practical application in this area. It is necessary to recruit personnel who study at the correspondence department. Or divide the schedule into shifts. For example, from 9:00 to 13:00 and from 13:00 to 18:00. Thus, those wishing to get a job will be able to accurately determine the scope of their capabilities and choose the most suitable shift for them. Staff turnover arises precisely due to the fact that there is a failure in the shift schedule, this begins to interfere with studies, creates inconveniences, and the salary is much lower than promised at the very beginning. Most of the company's employees consider the team to be the most important positive moment in their work. It will be difficult to find a team at McDonald's somewhere else, because mostly guys from simple families work in it, and the laborious process of work itself rather quickly brings people who were previously unfamiliar to each other. Of course, sometimes collectives have their own bad people who can steal something from your box in the locker room. Sometimes one of the employees in the team may turn out to be an informant for the director or his assistants.
I really liked the moment - team building. The administration does almost everything for this (corporate evenings, going out into the countryside, holding holidays, events). But the downside is that it's good when the team is permanent. And in this case, there is too much staff turnover. There is no point in wasting money, time and effort. No matter how you lure, no one will work there for a long time, if only a small share of 5% of the total number. This is due to the fact that all employees are persons from 16-23 years old. They go there with the thought that this is all temporary. Every young person has the desire and potential to achieve more. And this area of activity is not of great interest. And more than one adult will not want to run, wash floors, shout - "the cash desk is free" - it looks stupid. But McDonald's has no other choice, their contingent of employees will not change. Restaurant diners often complain about the harsh treatment of employees. The selection is not of sufficient quality: a huge flow of visitors, a large load on the nervous system. A young organism is not able to endure all this. When selecting, it is necessary to pay attention to the psychological resistance to nervous stress, self-control. You need to try to hire more calm, balanced. Of course, the probability is small. But if we see that a person is hot-tempered and intolerant, there is no point in hiring for such a position.
Young people complain at that moment that in their free time they have to clear the tables, wash the floors. At this stage of psychological age, this is perceived as humiliation, belittling of one's qualities. Very often, many are simply offended and quit their jobs. For this purpose, it is necessary to take on separate personnel, who are not embarrassed by the cleaning of the premises, and they are ready to deal with and clean up. Or set a duty schedule, so the workers will feel on an equal footing. And there will be no thoughts: "I washed the floors 4 times today, and he only wiped the tables." There is a norm for fulfilling the plan: someone has time to do their job in half an hour, and another in an hour. The question arises: "why should I do the cleaning, if I have already done my job, and the other just stands and falls asleep."
All this thinking is not yet mature. Taking this into account, it is necessary to make a cleaning schedule. Work in this area is very agile, fast and constantly on my feet. Anyone, even the most accustomed person, gets tired. He just needs to have a break sometimes. Relieve stress, sit. And the restaurant's policy prohibits being idle. It is necessary to constantly do something. It is impossible not to sit down even once during 8 hours of work. I talked to the workers, they get very tired. By the end of the day, my legs and back hurt. It is necessary to soften the requirements a little. Positive incentives are various bonuses, free meals, accumulation of points. Any employee has an incentive to change the icon from yellow to white, to feel career growth, albeit not very significant. In general, the personnel policy, in my opinion, is built competently. And many other businesses could follow her example. There are flaws that I mentioned above. But I don't think they have a big negative impact. The biggest problem is staff turnover. But it will always be. The only way to reduce it, I see in dividing the day into shifts.
Conclusion
In this course work, I examined the concepts and state of punishment policy at the moment. I would like to note that it is the personnel policy that is the key to success. All employees are the face of your catering business. Of course, the personnel policy of catering is different from other areas of activity. It has its own direction and its own goals. The main person who brings success is the chef. Visitors always want a delicious meal. Well-prepared food, originality, this is the point to which attention is paid first of all. The client can be lured with a beautiful design, but if he does not like your food. He will never come back to you a second time.
A waiter is the most difficult job from a psychological point of view. He needs to be able to keep calm, always smile, smooth out conflict situations.
At the moment, everyone is worried about the lack of good specialists, high staff turnover. During the crisis, the situation has deteriorated sharply. The lowest wages for waiters who want to take this position are getting fewer and fewer.
Recently, special additional courses have been organized, from restaurants. Various schools. Many businesses apply for students who will soon graduate from their major.
The problem is that there are enough students, but there is no good practice. If they get it, it is not always at the level that is required.
In the second chapter, I analyzed the personnel policy of the McDonald's restaurant. Gave an assessment and described the general condition.
The personnel policy is constantly being improved and changed. It is gaining momentum because there is fierce competition between public catering enterprises. In order to resist and not lose their positions. The company must improve its weaknesses, including personnel policy
Personnel politics consists in the selection and preservation of the required ...
Federal State Budgetary Educational Institution of Higher Professional Education
Russian University of Economics named after G.V. Plekhanov "
General economic faculty
Department of Labor Economics and Personnel Management
REPORT
in the discipline "Fundamentals of personnel policy and personnel planning"
on the topic "Human Resources Policy of McDonald's"
Completed
students of the OEF 42D group
full-time education
general economic faculty
Baranov Victor Vyacheslavovich
Ukhanov Anton Mikhailovich
Supervisor:
Ph.D., professor,
Filin Alexander Eduardovich
Moscow - 2014
Analysis of the personnel policy of the McDonald's restaurant.
1. Activities of the company in the world
Canada was the first country to open a McDonald's restaurant outside the United States. A significant event for the company took place on June 1, 1967. From this moment, the history of the conquest of planet Earth by a company with two golden arches begins, the symbol of which is known to almost all residents of different countries of the world.
After 14 years, McDonald's restaurants crossed the ocean and appeared in countries such as Germany, France, Japan, Australia, England. The number of restaurants in European countries and Australia exceeds more than 700; there are approximately 2,500 McDonald's restaurants in Japan.
Depending on the specifics of the local market and the customs of the people living in the country, McDonald's develops a special menu. So in India Big Mac is made from lamb, and in Israel there are no dairy dishes on the menu and restaurants are open only 6 days a week, Saturday is an official day off. In Saudi Arabia, images of idols are prohibited, so there is no image of Ronald McDonald on posters and restaurant buildings. In addition to various restrictions, non-original products of the company may be presented in the menu of individual countries, for example, in Canada and Italy, apart from sandwiches, pizza is sold.
For all countries of the world, the opening of the first McDonald's restaurants is a significant moment in the life of the country. Restaurants opened in Eastern Europe and China, on the first day, gathered many kilometers of queues of visitors. So in Moscow in 1990 more than 30,000 visitors were served. The main component of the company's successful work outside the United States is a reliable local partner fully involved in the creation of a restaurant chain, a streamlined scheme for preparing products and serving visitors, an original McDonald's menu, a well-known trademark, as well as compliance with all the rules and standards that were laid down by the McDonald brothers. and Ray Croc.
2. The work is seasonal:
McDonald's is not interested in workers who, with knowledge day, will immediately bring a letter of resignation. The company needs employees who will work for a long time to meet the needs of visitors, and not 2-3 months, so McDonald's restaurants have a flexible work schedule that allows you to combine it with your studies. Any business company builds its forecasts in the long term, therefore, a large decline in workers will reduce turnover and, accordingly, the profit of the company as a whole.
In addition, the company will spend time on new employees for their training, legal processing of documents, money for uniforms, so that in the end an employee who, only after the end of the probationary period (2 months), will get used to and cope with the difficulties and difficulties of work will leave. For employees who have passed the probationary period and received a white badge, there is an increase in the hourly rate by 15% and additional bonuses from the company for working out some work norms. Free lunches are an additional motivation to work in restaurants so that after school, when you come to work, you can have a snack.
McDonald's is the largest fast food restaurant chain in the world. The first McDonald's restaurant in Russia opened in 1990 on Pushkin Square in Moscow. The agreement to open Restaurants in Moscow, signed in 1988, concluded 12 years of hard negotiations begun by George A. Cohon, Senior Chairman of the Board of McDonald's Restaurants of Canada Limited, Senior Chairman of McDonald's Russia and Chairman of the Board of Directors of ZAO Moscow-McDonald's ".
Currently McDonald's restaurants are open in such Russian cities as Moscow, Mytishchi, Reutov, Lyubertsy, Odintsovo, Troitsk, Dmitrov, Klin, Krasnogorsk, Balashikha, Khimki, Sergiev Posad and others. There are 213 restaurants in total. McDonald's restaurants are developing as stand-alone businesses in busy areas and highways of the city, as well as in food courts in shopping centers. Every day McDonald's restaurants in Russia serve over 600,000 visitors.
On average, restaurants sell per month:
2,000,000 Coca-Cola / Fanta / Sprite drinks;
2,550,000 servings of French fries;
1,100,000 milkshakes;
1,150,000 Big Maktm sandwiches;
950,000 pies.
Today more than 17,000 people work for McDonald's in Russia.
For the preparation of all dishes, only the highest quality products are used that meet all McDonald's standards. At all stages of the production process, McDonald's, its suppliers and independent experts carry out a series of quality checks to ensure compliance with all sanitary and hygienic norms and rules established by the Russian Federation, as well as the highest quality of products. In 1990, McDonald's invested US $ 45 million in the construction and equipment of a food processing and distribution center in Moscow, McComplex. "Makkomplex" is located in one of the Moscow districts, Solntsevo. It supplies the necessary products to all McDonald's restaurants in Russia. The plant has its own lines for the production of p / f and buns, a product quality control laboratory and a sales department. Over the 14 years of its operation, McComplex has made a significant contribution to the development of the domestic food processing industry, public catering, agriculture and business relations in Russia. Since 1989, McDonald's has been sharing its technology knowledge and business relationships with representatives from all CIS countries. Raw materials and materials for McComplex are purchased from more than 100 Russian suppliers that strictly follow RF and McDonald's standards. Moreover, as a result of the decentralization of food processing, with the participation of specialists and technical assistance from McDonald's, the production of finished products has already been established at the enterprises of Russian suppliers (lettuce, pickled cucumbers, etc.). McComplex maintains strict control over product processing in accordance with the strict requirements and standards of McDonald's. The McDonald's company has one goal - to fully satisfy the needs of visitors. All company initiatives are measured by this single criterion.
Motivating staff at McDonald's
Personnel in any organization is an integral part of it, that is, it cannot exist without people, and as a consequence of this, it can produce something, achieve its goal in activities. Personnel management, first of all, is based on the principles of the interest of the organization's employees to work for it, to achieve certain goals.
Therefore, since the success of McDonald's depends on the effectiveness of each and every one of its employees, the management uses the following motivational policy in an attempt to meet the needs of employees. First, because the company needs employees who will work for the good of the organization for a long time. It offers its employees a flexible work schedule, set depending on the wishes and capabilities of the employees themselves and providing for work in the evening or in the morning, as well as on weekends, allows students to successfully combine work and study, and young parents to take care of their children. Secondly, the company is ready to spend time on new employees for their training, legal processing of documents, money for uniforms, so that in the end an employee who, only after the end of the probationary period (2 months), will get used to and cope with the difficulties and difficulties of work. And thirdly, it offers various bonuses and bonuses that are paid for reworking the monthly norm of working hours, free meals, and a new design of an old, already unattractive uniform. It is also an opportunity to achieve rapid career growth in a short period of time. The reasons for such a career take-off in such a short period of time are due to the turnover of personnel in all positions, as well as the opening of new restaurants that need employees.
Also, to attract new employees, the company uses advertising that you can earn decently over a certain period of time. One of the brilliant ideas for recruiting people that was used by McDonald's restaurants in 2008 was the distribution of calendars, on the back of which was a job offer for the company.
2. Human resource management in the McDonald's organization
2.1 Characteristics of the McDonald's organization
McDonald's is the largest fast food restaurant chain in the world. The first McDonald's restaurant in Russia opened in 1990 on Pushkin Square in Moscow. The agreement to open Restaurants in Moscow, signed in 1988, concluded 12 years of intense negotiations begun by George A. Cohon, Senior Chairman of the Board of McDonald's Restaurants of Canada Limited, Senior Chairman of McDonald's Russia and Chairman of the Board of Directors of ZAO Moscow-McDonald's ".
Currently McDonald's restaurants are open in such Russian cities as Moscow, Mytishchi, Reutov, Lyubertsy, Odintsovo, Troitsk, Dmitrov, Klin, Krasnogorsk, Balashikha, Khimki, Sergiev Posad and others. There are 213 restaurants in total. McDonald's restaurants are developing as stand-alone businesses in busy areas and highways of the city, as well as in food courts in shopping centers. Every day McDonald's restaurants in Russia serve over 600,000 visitors.
On average, restaurants sell per month:
2,000,000 Coca-Cola / Fanta / Sprite drinks;
2,550,000 servings of French fries;
1,100,000 milkshakes;
1,150,000 Big Maktm sandwiches;
950,000 pies.
Today more than 17,000 people work for McDonald's in Russia.
For the preparation of all dishes, only the highest quality products are used that meet all McDonald's standards. At all stages of the production process, McDonald's, its suppliers and independent experts carry out a series of quality checks to ensure compliance with all sanitary and hygienic norms and rules established by the Russian Federation, as well as the highest quality of products. In 1990, McDonald's invested US $ 45 million in the construction and equipment of a food processing and distribution center in Moscow, McComplex. "Makkomplex" is located in one of the Moscow districts, Solntsevo. It supplies the necessary products to all McDonald's restaurants in Russia. The plant has its own lines for the production of p / f and buns, a product quality control laboratory and a sales department. Over the 14 years of its operation, McComplex has made a significant contribution to the development of the domestic food processing industry, public catering, agriculture and business relations in Russia. Since 1989, McDonald's has been sharing its technology knowledge and business relationships with representatives from all CIS countries. Raw materials and materials for McComplex are purchased from more than 100 Russian suppliers that strictly follow RF and McDonald's standards. Moreover, as a result of the decentralization of food processing, with the participation of specialists and technical assistance from McDonald's, the production of finished products has already been established at the enterprises of Russian suppliers (lettuce, pickled cucumbers, etc.). McComplex maintains strict control over product processing in accordance with the strict requirements and standards of McDonald's. The McDonald's company has one goal - to fully satisfy the needs of visitors. All company initiatives are measured by this single criterion.
2.2 Motivating staff at McDonald's
Personnel in any organization is an integral part of it, that is, it cannot exist without people, and as a consequence of this, it can produce something, achieve its goal in activities. Personnel management, first of all, is based on the principles of the interest of the organization's employees to work for it, to achieve certain goals.
Therefore, since the success of McDonald's depends on the effectiveness of each and every one of its employees, the management uses the following motivational policy in an attempt to meet the needs of employees. First, because the company needs employees who will work for the good of the organization for a long time. It offers its employees a flexible work schedule, set depending on the wishes and capabilities of the employees themselves and providing for work in the evening or in the morning, as well as on weekends, allows students to successfully combine work and study, and young parents to take care of their children. Secondly, the company is ready to spend time on new employees for their training, legal processing of documents, money for uniforms, so that in the end an employee who, only after the end of the probationary period (2 months), will get used to and cope with the difficulties and difficulties of work. And thirdly, it offers various bonuses and bonuses that are paid for reworking the monthly norm of working hours, free meals, and a new design of an old, already unattractive uniform. It is also an opportunity to achieve rapid career growth in a short period of time. The reasons for such a career take-off in such a short period of time are due to the turnover of personnel in all positions, as well as the opening of new restaurants that need employees.
Also, to attract new employees, the company uses advertising that you can earn decently over a certain period of time. One of the brilliant ideas for recruiting people that was used by McDonald's restaurants in 2008 was the distribution of calendars, on the back of which was a job offer for the company.
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Download in full (44.36 Kb)Work description
The purpose of the study is to develop a package of documents to improve the organization of labor of the staff of the McDonald's restaurant in the fast food system.
To achieve this goal, the following tasks should be solved:
- To study the theoretical foundations of the organization of personnel labor in the fast food system.
- Analyze the system of organization of staff work in the McDonald's restaurant in Naberezhnye Chelny.
- To develop a package of documents to improve the organization of labor of the staff of the McDonald's restaurant in the fast food system.
Content
Introduction …………………………………………………………………… .....… 3
1.General characteristics of the enterprise LLC "McDonald's" …………………………………………………………………………… ..... 7
1.1. History of the establishment of McDonald's LLC …………………………… ..... 7
1.2. Characteristics of the enterprise LLC "McDonald's" ...…………………… ..... 8
2. Personnel potential of the enterprise ……………………………………… ...... 11
2.1. HR review and recruitment ……………………………………… ..… 11
2.2. Organizational structure of the personnel management system ……… ..… .13
3. Marketing activities …………………………………………… ...… 15
3.1. McDonald's business strategy ……………………………….… 15
3.2. Market segmentation ……………………………………………… ........ 17
4. Analysis of production and sales of products ………………………… ...… ..20
4.1. Product quality and safety ……………………………… ... ……… 20
4.2. Suppliers ………………………………………………………… .. …… .22
5.Financial activity of the enterprise …………………………. ……… ...… ..25
Conclusion ………………………………………………………………… ...… 28
List of used literature …………
