Restaurant Staff 36 Strategies - High Cuisine Classic Book Collection 40

Author: Zeng Yujuan
Publisher:
Publish Date: 2006-08-01
Features: Spotting Talent is the Best Strategy
Spotting Talent is the best strategy for restaurant staffing. The success of Greenery Pavilion Coffee House can be attributed to its strategy of spotting talent and mastering the best approach. First, a unique talent-spotting hiring strategy. In the early days of the business, the management of Greenery Pavilion Coffee House demonstrated exceptional foresight and boldness by hiring a renowned Western chef from the five-star Oriental Hotel as a consultant, paying them 5 yuan per hour—a rare opportunity in the early 1990s. Second, excellent training. Anyone who has visited Greenery Pavilion Coffee House can feel the attentive and professional service. As soon as you are seated, a waiter will immediately present the menu and fill your glass with mineral water. When the water is low, no need to call—someone will naturally come to refill it. In many businesses, rapid expansion often leads to human resource issues, especially in the service industry, where poor attitudes and service quality significantly impact consumer sentiment and chain operations. Greenery Pavilion addressed this challenging problem through training. Third, the continuous learning and innovation of the management team are also Greenery Pavilion’s strengths. The management transitioned from (emotional) operations to professional management after specialized training, evolving from small business owners to professional managers. For example, two of the managers studied finance and management in the U.S., and General Manager Lin Xin attended the Peking University Entrepreneurship Training Program. Members of the Lin family have frequently traveled to Europe for learning, while also providing overseas exchange training opportunities for chefs. Several times, the chef team was organized to study at the Culinary Institute of America in the U.S. Such efforts are rare among similar domestic enterprises. Fourth, the continuous improvement of the organizational structure. As the business grew and expanded rapidly, the original management model and methods became inadequate. For instance, the critical procurement process in the catering industry had loopholes due to poor oversight. At the same time, excessive centralization of power led to management chaos. Based on this, Greenery Pavilion underwent organizational reform, establishing a procurement center with multiple members and forming a robust supervision mechanism. Professional managers were also planned to be introduced into the management team, and employees were recruited from university graduates—these are all effective measures taken by Greenery Pavilion during its restructuring.