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Consider for a moment a bar or restaurant with low morale, where employees dread covering their shifts, are antagonistic with coworkers and constantly at odds with management. Unfortunately not uncommon, negatively charged workplaces are certainly not environments conducive for hospitality. They effectively stifle creativity, sap drive and quickly dissipate employee goodwill. While not listed on balance sheets, low morale is a significant liability.
As it turns out, the strategy for improving staff morale is straightforward and uncomplicated; an operational initiative of providing employees a clearly delineated career track and an equitable, supportive environment within which to work.
While some may dismiss this ongoing initiative as too “touchy-feely,” in a down economy bolstering staff morale makes good business sense. People perform better on the job when they believe their efforts are zeroing in on a long-term goal and leading to a better quality of life. Regardless of whether employees intend making food and beverage a career, affording people a viable path for advancement can profoundly affect their confidence and sales performance. Conversely, bartenders and servers who perceive their jobs as dead-ends are prime candidates for burnout.
Morale Boosters
PERHAPS THE BEST question is where to start? While no one set of tactics apply equally for every operation, there are several measures so grounded in human nature as to seem universally applicable.
counter-productive is scheduling people to work doubles, split shifts or closing and opening shifts. A few hours sleep is insufficient to adequately recharge the batteries. Adopting a 2-week schedule—rather than the more conventional week schedule—lets staff better plan their lives outside of work and greatly reduces scheduling conflicts. Finally, mandating that the staff enjoy themselves behind the bar or on the floor goes with the territory, even when things turn frenetic. Fun is contagious and an invaluable commodity in this business. It does wonders for morale as well.
Don't Be Your Own Worst Enemy
WORKING FOR BLOWHARDS is a bummer. Their caustic temperaments inevitably create toxic work environments, which in bars or restaurants, dissipate staff morale, undercut performance, and foster the conditions for theft. Is it a leap in logic to presume that bartenders might find it easier to rip-off a jerk of a boss? Were there a set of commandments governing the conduct of owners, the tablets would certainly include the following. —RP
• GET WITH THE PROGRAM — When the doors are open, rank has no privileges. An owner needs to think of himself as part of the crew and work within the established chain of command. Few utterances can derail constructive communication more effectively than the phrase, “As the owner, I think I have the right to...” Aside from stating the obvious, it’s typically followed by an emotional outburst. Especially when doors are open, rank has no privileges.
• LEAVE THE JAGUAR AT HOME — It’s a cruel fact, but most owners of bars and restaurants don’t live paycheck to paycheck like the rest of us. So how about leaving the Jaguar at home and driving the family sedan when stopping by the bar or restaurant? Likewise, don’t hold the staff holiday party on your yacht or palatial estate. Flaunting your good fortune can spark negative consequences.
• REQUIRED SKILL SET — When the doors are open, an owner can usually only perform one invaluable function, namely schmoozing the guests. Like a virus in an organism, when the owner strolls into the place he or she is certain to attract attention from the staff, but shouldn’t that be lavished on the guests instead?
• HEAVY-HANDED COMP’ING — Doling out free drinks is expensive. It deprives the bar of sales, depletes product, increases liability, and more often than not results in the bartender getting stiffed on a tip. Owners looking to make a lasting impression should hand out cash instead.
• PLAYING FAVORITES — A classic way to dismantle staff morale and foster turnover is for managers to exhibit bias toward a select few. Those outside the clique inevitably feel that their position within the company is being threatened. Favoritism is a pocketbook issue.