Article: The Ten-Minute Manager's Guide to...Communicating With EmployeesRestaurants & Institutions, June 1, 2006By Kate Leahy, Associate Editor Communicating in an operation can be fraught with noise, frenetic energy and a hefty dose of cultural differences. The lively and diverse environment reinforces the importance of having all employees on the same page. It all boils down to solid communication skills and strategies. At the store level, language barriers and cultural misconceptions can hinder a manager’s efforts to communicate effectively, creating a pool of frustrated employees. Multiconcept restaurant operators, chains and franchisees also have the challenge of keeping a growing employee base informed. But when well-executed, communication enforces restaurant culture and loyalty. Providing opportunities for employees to speak their minds, whether lending them an ear, arming them with language skills or keeping them updated on company news, leads to better operations and lower turnover. Checked In “Managers spend a lot of time with their go-to people and underperformers,” says Bob Luz, vice president of human resources for Woburn, Mass.-based Ninety Nine Restaurant & Pub. “You have a whole group who never gets much attention, and those are the leaders of tomorrow.” Five years ago, the chain’s management team noticed that one of their restaurants had the desirable combination of low employee turnover and high profit margins. On closer look, they found that the unit’s general managers met frequently with employees one on one. These weren’t performance reviews, but instead opportunities for managers to get to know staff. Managers also welcomed worker suggestions on how to improve operations. Similar meetings soon were carried out in all Ninety Nine locations, marking the start of a five-year drop in turnover rates (from 58% to 43%) even though the number of employees in the growing chain (now 112 units) rose from 2,400 to 7,000. The meetings now extend beyond the store. For three weeks each year, senior managers visit restaurants and share the company’s vision and strategy with store-level employees. In turn, workers are asked for suggestions on how to improve the chain. “When you ask 7,000 people to help you, they feel pretty good about it,” says Luz. “It’s an expensive venture. When I get all the employees together, I’ve got to pay them. But it’s the best $150,000 we’re going to spend this year.” Language Lessons Jill Bishop, a linguistic anthropologist and founder of Chicago-based Workforce Language Services LLC, acknowledges that while it’s difficult for operators to offer English classes, employees who learn English through company-sponsored programs are more likely to stay loyal. She also notes that without any understanding of Spanish, for example, managers can have difficulties maintaining relationships with Hispanic employees. To improve communication, Bishop recommends that operators not only try to offer English language classes to non-English speakers but also that English-only managers meet Spanish-speaking employees half way by learning a few key phrases in their language. “If you can go out on a limb and sound foolish trying to speak Spanish, they’ll feel comfortable doing the same thing with English,” Bishop says. While providing language classes is no easy feat for operators, she offers some suggestions. Bishop cautions operators to sample different kinds of language programs, from self-teaching digital devices to in-unit classes, to determine what best fits a company’s structure. Once a program has gone through a trial period, it’s more likely to succeed on a larger scale. She also recommends that store-level managers who show aptitude in language be trained to teach English to employees as an economical and effective way to promote communication. But there’s more to the equation than using the right words. Cultural differences also act as communication barriers. Bishop urges managers to learn more about the culture of employees to avoid making ill-fitting generalizations. Read All About It Mel’s Diner’s current communication strategy is a big change from a year ago, when the main form of contact within the 10-unit chain was a fax machine. When COO Ralph Desiano came on board last June, he saw an opportunity to improve company communications in a bare-bones fashion (such as making voicemail available in every restaurant) as well as exploring more-sophisticated systems such as publishing an internal newsletter. Now in its third run, the newsletter contains articles by senior management and covers company vision, operational strategies as well as employee milestones, birthdays and awards. Staff demand for the publication is growing. When the first 50 glossy issues were dropped off at each location, they quickly disappeared. Mel’s upped the amount to 100 copies for each store though the company continues to field requests for more. The newsletter now is posted on the company Web site and Desiano plans to increase its frequency and translate it into Spanish. As Mel’s Diner rethinks its brand, it will use the newsletter to anchor and inspire discussions when it holds employee meetings. “It sounds like a cliché, but our people are the keys to our success,” says Desiano. “We want to make sure we give them all the information and tools they need.” Hyperlinked Company- and franchise-owned units of Tampa, Fla.-based Let’s Eat stay connected online through an employee intranet. Mandatory meetings, special promotions and menu changes get full exposure every time an employee turns to a computer to schedule a guest at the home-meal preparation store. An easy-to-use Web site with handy information was part of the 2-year-old, seven-unit company’s quick-growth strategy from the beginning, says Regional Manager Nancy Crane. The company’s intranet acts as an employee meeting place as well as an organizational tool. Prep lists, recipes and purveyor information can be found on the databases. Employees also can track their schedules on the site. This allows new franchisees to quickly become self-sufficient. Franchisees also can personalize part of the site for their store. “It’s something that employees use every day all the time,” Crane says. “There’s all these great resources right there.” An easy-to-use Web site with handy information was part of the 2-year-old, seven-unit company’s quick-growth strategy from the beginning, says Regional Manager Nancy Crane. The company’s intranet acts as an employee meeting place as well as an organizational tool. Prep lists, recipes and purveyor information can be found on the databases. Employees also can track their schedules on the site. This allows new franchisees to quickly become self-sufficient. Franchisees also can personalize part of the site for their store. “It’s something that employees use every day all the time,” Crane says. “There’s all these great resources right there.” Huddle Up “It’s all about alignment and good, timely communications,” says Anthony. “Any issues on that day that needed to be communicated would happen in that huddle sequence.” The 15-minute meetings are held three times a week, ensuring that all managers stay informed of problems that arise. The meetings also provide a chance to reinforce company values. “Employees have stayed with us and flourished because of the internal communications that we foster,” Anthony says. |
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